Lean Maintenance : Reduce Costs, Improve Quality, and Increase Market Share (Life Cycle Engineering Series)

301 Pages·2004·4.37 MB·English

by  Ricky Smith

Lean Maintenance

Lean Maintenance
Ricky Smith
Bruce Hawkins
AMSTERDAM • BOSTON • HEIDELBERG • LONDON
NEW YORK • OXFORD • PARIS • SAN DIEGO
SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO
Elsevier Butterworth–Heinemann
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Library of Congress Cataloging-in-Publication Data
Smith,Ricky.
Lean maintenance :reduce costs,improve quality,and increase market share /
Ricky Smith and Bruce Hawkins.
p. cm.—(Life cycle engineering)
Includes index.
ISBN 0-7506-7779-1
1. Production management. 2. Manufacturing processes. 3. Just-in-time systems.
I. Hawkins,Bruce. II. Title. III. Series.
TS155.S635 2004
658.5—dc22 2003026393
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library.
ISBN:0-7506-7779-1
For information on all Butterworth–Heinemann publications
visit our Web site at www.bh.com
04 05 06 07 08 09 9 8 7 6 5 4 3 2 1
Printed in the United States of America
Dedication
Contributing Authors to the Lean Maintenance book were Randy
Heisler,Dan Dewald,and Erich Scheller.
Thanks to Joe Dvorak and Kevin Campbell,with Northop Grumman
Newport News Shipyard, for providing us with the stimulation to write
this book.
Thanks to John Day,formerly with Alumax,for giving us the vision of
true maintenance.
Very special thanks to Bill Klein for all of his contributions to this
book.Without Bill this book would not be possible.
We also want to offer thanks to Jim Fei,Chairman and CEO of Life
Cycle Engineering,Inc.Without Jim’s understanding and commitment to
the engineering and maintenance community, this could not have
happened.
v

Contents
1. Common Ground . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1 THE HISTORY AND EVOLUTION OF LEAN,1
1.1.1 Manufacturing Evolves,1
1.1.2 The Influence of Henry Ford,3
1.1.2.1 Waste—The Nemesis of Henry Ford,3
1.1.2.2 Ford’s Influence on Japanese Manufacturing,6
1.1.3 Japan’s Refinement of Ford’s Mass Production System,7
1.1.3.1 The Kaizen Process,9
1.2 LEAN MANUFACTURING AND LEAN
MAINTENANCE,10
1.2.1 Elements of Lean Manufacturing,10
1.2.1.1 Lean Thinking and the Lean Organization,12
1.2.1.2 The Role of Maintenance,13
1.3 GOVERNING PRINCIPLES:WHAT IS LEAN AND
WHAT IS NOT,14
1.3.1 What Lean Manufacturing Isn’t,14
1.3.2 What Lean Manufacturing Is,16
1.4 RELATIONSHIPS IN THE LEAN ENVIRONMENT,16
1.4.1 Information Integration in the Lean Organization,16
1.5 SUMMARY OF LEAN CONCEPTS,17
2. Goals and Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
2.1 THE PRIMARY GOALS AND OBJECTIVES OF
MANUFACTURING,20
2.1.1 Sales,21
2.1.2 Production,22
2.1.3 The Manufacturing Budget,22
2.1.3.1 Budget Elements,23
2.1.3.2 Controlling Costs,23
2.1.3.3 Optimizing Maintenance as a Cost Control
Measure,27
2.1.3.4 CPU—The Bottom Line,29
2.1.4 Growth and Continuous Improvement,31
2.2 INTEGRATING LEAN GOALS WITH MAINTENANCE
GOALS,31
2.2.1 Maintenance Objectives and Goals,31
vii
viii Lean Maintenance
2.2.1.1 Maintenance Objectives,32
2.2.1.2 Maintenance Goals,33
2.3 THE NEED FOR,AND GAINING,COMMITMENT,35
2.3.1 The First Step:Top Level Management Buy-in,35
2.3.1.1 The Good,36
2.3.1.2 The Bad and the Ugly,36
2.3.2 Selling at Each Level,37
2.4 MEASURING PROGRESS,38
2.4.1 Metrics,38
2.4.2 Selecting Performance Indicators and Key Performance
Indicators,41
2.4.3 Maintain and Publish the Track,53
3. Total Productive Maintenance (TPM) . . . . . . . . . . . . . . . . . . 55
3.1 TPM (FINE-TUNED) IS LEAN MAINTENANCE,55
3.1.1 Elements and Characteristics,55
3.1.1.1 Organization,59
3.1.1.2 Work Flow and the Work Order,64
3.1.1.3 Support Functions,67
3.1.2 Best Maintenance Practices and Maintenance
Excellence,67
3.1.3 Maintenance Skills Training and Qualification,71
3.1.4 MRO Storeroom,74
3.1.5 Planning and Scheduling,76
3.1.6 CMMS (Computerized Management Maintenance
System),78
3.1.7 Maintenance Documentation,84
3.1.8 Maintenance Engineering,91
3.2 FINE-TUNING TPM USING RELIABILITY CENTERED
MAINTENANCE (RCM),91
3.2.1 What RCM Accomplishes,92
3.2.1.1 The Origins of RCM,92
3.2.1.2 Properties of RCM,93
3.2.2 Integrating RCM and TPM,95
3.2.2.1 Equipment Criticality and Maintenance
Priorities,96
3.2.2.2 Reliability Engineering,96
4. Pre-Planning for Lean Maintenance . . . . . . . . . . . . . . . . . . 105
4.1 GAINING KNOWLEDGE / IMPARTING
KNOWLEDGE,105
4.1.1 Selecting the Lean Maintenance Project Manager,105
4.1.1.1 Necessary Attributes of Lean Maintenance PM,106
4.1.1.2 Lean PM Duties and Responsibilities,106
4.1.2 What You (the Lean PM) Should Know,107
Table of Contents ix
4.1.3 Who Else and How to Familiarize Support Activities,113
4.1.3.1 Educating the Project Team,113
4.2 THE TRANSFORMATION ROADMAP,114
4.3 LEAN MAINTENANCE TRANSFORMATION KICK-OFF
MEETING,121
4.4 PHASE 1:DEVELOPING THE POA&M AND THE
MASTER PLAN,123
5. Launching the Master Plan (POA&M) . . . . . . . . . . . . . . . . . 125
5.1 THE SEQUENCE OF EVENTS,125
5.1.1 Phase 2—The Lean Preparation Phase (Education),126
5.1.1.1 5-S (Visual),126
5.1.1.2 Standardized Work Flow,128
5.1.1.3 Value Stream Mapping,130
5.1.1.4 Just-in-Time (JIT) and Kanban “Pull”System,132
5.1.1.5 Jidoka (Quality at the Source)—Poka Yoke
(Mistake Proofing),133
5.1.1.6 Shewhart Cycle (PDSA),133
5.1.2 Lean Pilot (Phase 3),135
5.1.2.1 Selecting the Project,135
5.1.2.2 The Pilot Kaizen Events,138
6. Mobilizing and Expanding the Lean Transformation . . . . . 141
6.1 MOBILIZING LEAN IN THE MAINTENANCE
ORGANIZATION (PHASE 4),141
6.1.1 Teams and Activities in Phase 4,142
6.1.1.1 5-S and Visual Cues Campaigns,144
6.1.1.2 Autonomous Operator Maintenance,145
6.1.1.3 Action Team Leader Knowledge Sharing,147
6.1.1.4 Completing Maintenance Mobilization,148
6.1.2 Mobilization Brings Change,149
6.1.2.1 New Roles for Management and Supervision,149
6.1.2.2 A Change of Organizational Focus,149
6.2 EXPANDING THE LEAN MAINTENANCE
TRANSFORMATION (Phase 5),151
6.2.1 Lean Expansion Major Efforts,152
6.2.1.1 Expanding to Purchasing,152
6.2.1.2 Expansion to Maintenance Engineering,155
6.2.1.3 Expansion to IT Department,158
7. Sustaining Lean—Long Term Execution . . . . . . . . . . . . . . 160
7.1 SUSTAINING CONTINUOUS IMPROVEMENT
(PHASE 6),160
7.1.1 Applying the Tools,161