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Why Maintenance Excellence?

The Role of Maintenance Excellence Websters definition:


Main-tain vt 1to keep in an existing stateto preserve from failure or decline Main-te-nance n 1...the act of maintaining
What we have done historically is NOT maintenance

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The Role of Maintenance Excellence


Whats the cost of an hour of downtime?
In the batch & queue world, its the cost of one hour of labor and burden for one machine. In the LEAN world, its the cost of one hour of lost sales and maybe a lost customer for life! (Lean Cell - Value Stream)
Grease Flush Retain

Wash

Turn-in and Pack Wash Drill With Robot Heald Mill

20 Minutes

Hone Heald Micro

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Company Confidential

Maintenance Mission To maximize and sustain the reliability of all manufacturing equipment and provide the capability to produce high quality products at the lowest possible cost over the life of the plant.

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Company Confidential

Maintenance Excellence
Maintenance Excellence is a comprehensive strategy to ensure that equipment is available for production when it is needed Eliminate unplanned downtime Transition from reactive maintenance to proactive

Typical Current State


Fix what's broken Order parts when needed No uptime history, inadequate preventative maintenance plan No operator involvement

Desired State
Preventive/Predictive Maintenance Critical spares inventory Computerized Maintenance Management Operator ownership of equipment

Reliable equipment is an absolute requirement in a lean environment

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Gateway to Integrated Maintenance Excellence

PREVENTIVE/PREDICTIVE MAINTENANCE
18 17
Organization
Pride, Quality and Workmanship Facilities and Equipment Training Supervision and Practices Organization Management Reporting & Control Budgetary Control Master Plan Objectives, Goals, & Targets Status Assessment & Sustainment Maintenance Engineering Equipment History Inventory Control Work Measurement

20 19 13 12 11 10 9 8 7 1

Reliability Centered Maintenance

16 15 14 6 5

Integrated Proactive Participation

Work/Job Planning Scheduling and Coordination CCMS Support Cost Distribution Work Order System Governing Principles & Concepts

Operational Control

Scorekeeping

4 3 2

Informational Sources

Program Foundation

Cooperative Maintenance/Production Partnership

MANAGEMENT COMMITMENT

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Total Cost of Ownership; Typical Industry Template


Customer Costs Supplier Costs Joint Supplier/ Customer Costs 9% 40% 3%

5% 8% 2% 3%

30%

PRODUCT COST/PRICE

SELECTION
Web Page System

DELIVERY/QA MAINTENANCE
Inventory, Assembly, Installation

PM Cycle Spare

TOTAL COST OF OWNERSHIP

DESIGN
Application cost, including drawings

PROCUREMENT PERFORMANCE
Transaction Freight Duty

AFTER SALE
Contract Penalties, Parts stock, Warranty

Mechanical Efficiency Reliability


Company Confidential

Copyright NN, Inc. 2004

Maintenance: Traditional vs. Proactive


Traditional
Event=Down Problem Notification Maintenance Technician Assess Job Locate/Order Parts Locate Tools Complete

Fix Problem

Time to Complete

Proactive
PM Detect Problem Generate W/O Plan W/O

Event=Down Complete Storeroom Parts Maint. Resources Tools


Time to Complete

Schedule W/O

Fix Problem

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Company Confidential

The Changing View of Maintenance


Before Viewed as a cost PMs treated as a low priority Primary job duty is to fix things when they break After Viewed as an investment PMs treated as a high priority Primary job duty is to generate capacity by eliminating unplanned downtime

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The Five Levels of Maintenance


Level I Breakdown Maintenance Level IV

Thorough PM Program
Predictive Maintenance CMMS Integrated with Business Syst Proactive Maintenance Plg and Sched Level V

Level II
Preventive Maintenance Program Mostly Reactive Breakdown Maintenance

Level III
Preventive Maintenance Computerized Work Order System Some Predictive Maintenance

Optimized Cost / Reliability / TCO

Where is your organization today?

Limited Planning and Scheduling

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Six Sigma & Maintenance Excellence


Measure
MTBF Pareto Analysis Equipment Maintenance Specifications Equipment Repair Specifications Define Performance Standards Validate Measurement Systems

Improve
KPIV Settings FMEA MTBF Planning & Scheduling Establish CMMS Maintenance Engineering Standard Procedures Training

Analyze
Cause & Effect Statistical Graphing Root Cause Analysis FMEA Time Series Analysis Correlation/Regression Studies Analysis of Variance

Control
Check Lists Standard Procedures Data Collection/Sampling CMMS Implementation Audits TPM Control Charts Poke Yoke Methods

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Metrics - Maintenance Excellence


Maintenance Effectiveness
Equipment Availability Planned Work Percentage Equipment Failure Percentage Cost of Equipment Failures vs. Equipment Replacement Cost Emergency Purchase Percentage

Maintenance Efficiency
Cost of Maintenance per Cost of Unit Produced Cost of Maintenance vs. Equipment Replacement Cost Schedule Compliance Percentage Overtime Worked Percentage Inventory Cost Percentage

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Six Steps to Maintenance Excellence


1) Education & Training 2) Reliability Centered Maintenance
Creating the Reliability Function
Organization Maintenance Planning Problem Solving

4) Work Process Control


Procedural controls Training

5) CMMS & Spare Parts Control


Spare parts hierarchy Supply chain issues

Advanced predictive technologies


Vibration analysis Condition monitoring

3) Equipment Strategy
Kaizen to achieve baseline condition PM content, frequency, responsibility, metrics

6) Operator TPM
Ownership Visual controls

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Company Confidential

CMMS Myths More organizations are thinking seriously about the importance of reliable productionand think that the quick solution is to buy a CMMS system to reduce costs overnightA CMMS will help you do things better, but does not always focus on doing the right thingIt is a tool not an answer, and requires a champion to implement it and take it through its teething time.
Maintenance & Asset Management Magazine, May 97

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Company Confidential