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What is Lean Manufacturing and

how do we make it Lean


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
“ Industrial leaders imprint Lean on
the hearts and minds of our people. 2
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. 3
What is Lean Manufacturing and how
do we make it Lean Maintenance?
“ What do we mean by ‘Lean’?
“ Simplify
“ Use Less to do More 4
What is Lean Manufacturing and how
do we make it Lean Maintenance?
“ Somesay Total Productive
Maintenance is their application of
Lean Manufacturing to
“ Wrong!. 5
What is Lean Manufacturing and how
do we make it Lean Maintenance?
“ TPM is also equipment focused
neither touching maintenance
management nor the maintenance
“ TPM does not employ Lean
concepts nor strategies. 6
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
“ Disciplined maintenance schedules
deliver 25% measured productivity
gains. 7
What is Lean Manufacturing and how
do we make it Lean Maintenance?
“ Why are many of us still in the
‘hoot and holler’ maintenance
“ Why do we insist on equipment
reliability but tolerate maintenance
management process failures. 8
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. 9
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. 10
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 11
1. Benchmarking – World Class
Look for Best “ In the company
Practices In the industry
“ On like “ In manufacturing
equipment “ In the country
“ In the plant “ In the world 12
Benchmarking – Assessment
“ MaintenanceExcellence Assessment
from Maintenance Excellence
“ Compare to Others.
“ Compare to Self – Score Card. 13
2. Cellular Manufacturing – Area
“ 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. 14
Area Maintenance
“ Itis possible to have both
centralized maintenance and area
“ Also possible to have de-centralized
maintenance if have centralized
maintenance management. 15
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
“ Sustain – form the habit of always
following the first four S’s. 16
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 17
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
“ Systematically explodes the Where’s,
How’s, When’s, and Who’s throughout
the entire organization. 18
Describing, Specifying and Achieving
World Class Maintenance
“ Each phase of the maintenance
system is studied, evaluated,
modified, and changes
“ Who does strategic maintenance
planning? 19
Achieving World Class Maintenance –
The reason maintenance exists.
“ To preserve, maintain, restore, and
increase CAPACITY.
“ Maintenance provides the platform
for operations. 20
Achieving World Class Maintenance –
Driving force for maintenance.
“ Achieve Ultimate Capacity –
challenge the restraints to be as
productive as possible. 21
Achieving World Class Maintenance –
“ Preserve Capacity – to retain the capital
“ Ensure Total Availability – to operate
whenever it is necessary.
“ Create Absolute Reliability – to keep
operating – constancy.
“ Perfect Controllability – linear direct
response operating controls. 22
Achieving World Class Maintenance –
“ Runnability – to operate without
variation – consistency.
“ Repair and Restore deteriorated
capacity –return to expected capacity.
“ Replace or Rebuild depleted capacity –
recognize life cycle realities. 23
Achieving World Class Maintenance –
“ Total Availability
“ Absolute Reliability
“ Perfect Controllability
“ Flawless Runnability
“ Governed Capacity 24
Achieving World Class Maintenance –
“ Who buys & consumes our
“ Who relates to the customer?
“ Opportunities to influence the
“ What can we do to influence the
customer? 25
Achieving World Class Maintenance –
“ Who are they?
“ What do they want?
“ What do they need?
“ How do they measure success? 26
Achieving World Class Maintenance –
“ What are the ways we deliver that
result / product?
“ Who produces the result /products? 27
Achieving World Class Maintenance –
“ Historical Keys to Success
“ Future Keys to Success
“ Strategic Issues 28
5. Just-in-Time or Competing on
“ waste elimination
“ process simplification
“ set-up and batch-size reduction
“ parallel (rather than sequential)
“ layout redesign 29
Just-in-Time – Key elements
“ Flow
“ Pull
“ Standard Work (with standard in-
process inventories)
“ Takt Time 30
Takt Time
“ The available production time
divided by the rate of customer
demand. 31
Just-in-Time – Five-day Scheduling
“ Preventive / Predictive Maintenance –
30 days out – 30%
“ Outage, Projects – 30 days out – 10-
“ One Week – by hour, by day, by name –
“ One day out – by hour, by day, by day –
“ Same day – revisions – less than 5%
“ Last Week – statistics 32
Just-in-Time – Five day Scheduling
“ 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. 33
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. 34
6. Kaizen
“ Continuous,incremental
improvement of an activity to
create more Value with less Waste. 35
Any activity that consumes resources
but creates no Value. 36
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. 37
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 38
Kaizen – Looking for the Lost (2)
“ Lost time “ Predictive
“ Lost product maintenance
“ Down Time “ Housekeeping

“ Preventive “ Lubrication
maintenance “ Failed
maintenance 39
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. 40
9. PDSA – plan, do, study, act – one
“ 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 41
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. 42
11. Poka-Yoke
“A mistake-proofing device or
procedure to prevent a defect
during order-taking or
manufacture. 43
Poka-Yoke – Work Order Effort (1)
“ InstallingPlanning and Scheduling
“ Began with Identify
“ First Step in Maintenance Process
“ Work Order 44
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. 45
12. Quality Function Deployment (1)
For maintenance, answer these
“ What causes quality?
“ What detracts from quality?
“ What are the variables or attributes
that measure quality?
“ How can we build a quality system? 46
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? 47
Quality Function Deployment
“ thin line
“ between being disciplined to collect the
“ making the systems useful

“ being responsive to the needs of the client 48
13. Value
A deliverable provided to a customer
at the right time at an appropriate
price, as defined in each case by
the customer. 49
Value Adding Work
“ preventive “ integrating
maintenance maintenance and
production teams
“ predictive
“ scheduling
“ management systems
“ planning
“ work order systems maintenance
“ stores and parts “ mechanic skills
“ lubrication “ safety 50
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
“ Do not patch; make permanent repairs. 51
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 &
“ Address maintenance behavior that is
incongruent with these values. 52
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? 53
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). 54
Things to think about!

“ Isthat labor doing 40% of what it

could be doing?
“ 25% hands-on versus 35% 55
Things to think about!

“ Whatwould you do with 40% more

mechanics? 56
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? 57
Things to think about!

“ Whatis stopping you from Lean

Maintenance? 58
Good Luck in getting Lean