Pm Progressive Maintenance Guidebook

Progressive maintenance Pillar Guidebook Integrated work systems

Progressive Maintenance Pillar overview

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Table of contents Progressive Maintenance Pillar overview ...................................................................... 1 Progressive Maintenance Pillar purpose ...................................................................... 2 Progressive Maintenance Pillar activities ..................................................................... 3 Description of terms .................................................................................................... 10 PM application ................................................................................................................. 16 Systems for efficient maintenance ................................................................................ 44 Systems for efficient maintenance.............................................................................. 45 Maintenance skill and technique improvement .......................................................... 48 Section 3: SWP/DMS ................................................................................................. 50 Section 3: Maintenance cycle coaching ..................................................................... 51 Maintenance tools ........................................................................................................... 56 Manage the Pillar ............................................................................................................. 58 Plant Pillar team ......................................................................................................... 59 Organization ............................................................................................................... 61 Standards ................................................................................................................... 70 Qualification .................................................................................................................... 95 Requirements and qualification .................................................................................. 96 Qualification levels, requirements and qualification ................................................... 97

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Disclaimer This document contains proprietary, confidential and copyrighted materials of The Procter & Gamble Company (P&G), under license from P&G. The licensed information therein may not be used or disclosed in whole or in part for any purpose other than as authorized by P&G.

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Progressive Maintenance Pillar overview Chapter 1

Progressive Maintenance Pillar Guidebook

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Progressive Maintenance Pillar purpose The purpose of Progressive Maintenance is to: ►

Create the capability to achieve optimal equipment and process conditions in a manner that is efficient and cost effective.

Said another way, the purpose of the pillar is: ►

To assure the functions of the equipment are satisfactory whenever the equipment needs them

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At minimum cost

In order to accomplish the pillar purpose, the activities are to: ►

Maximize equipment availability

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Extend equipment component technical life

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Efficient, cost-effective maintenance

The Progressive Maintenance Pillar range of responsibility includes the prevention of failures and problems, when they are beyond the capability of the operating team: ►

Equipment failures

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Process control problems

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Quality abnormalities

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Minor stoppages

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Excessive material usage or recycle

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Capacity/rate reductions

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Safety and environmental problems

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Utility problems

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Building and infrastructure problems

Purpose of Progressive Maintenance Function of equipment can be whenever need

Optimum equipment and process conditions

= At minimum cost

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In a manner that is efficient and cost effective

Progressive Maintenance Pillar activities Progressive Maintenance is the methodical, deliberate activity of building and continuously improving the maintenance system to achieve the purpose and goals of Progressive Maintenance. The key words are methodical and deliberate. ►

Methodical means that actions are taken in an orderly, systematic way. Progressive Maintenance activities follow very rigorous steps that first build the basic foundations, and then move to higher levels. This is in contrast to historical maintenance where activities are taken on in a random set of activities based on available tools and techniques, often attempting to do activities for which the organization is not prepared to optimize due to lack of foundational elements, including skills, systems, etc. Each Progressive Maintenance step has an audit which requires completion before an organization is prepared to concentrate attention on higher steps. While the business situation or existing systems and skills may require/permit activities in the higher steps before completion of lower steps, it must be recognized that the full power of these higher step activities will not be obtained until the foundational elements are successfully completed. Progressive Maintenance implementation follows the below steps: 1. Evaluate equipment and understand conditions 2. Reverse deterioration and correct weaknesses (support Autonomous Maintenance) 3. Build a Computerized Information Management System 4. Build a Periodic Maintenance System 5. Build a Predictive Maintenance System 6. Evaluate the Progressive Maintenance System

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Deliberate means that actions are carefully considered, studied, and intentional. At each step of Progressive Maintenance development, careful consideration is given to the business needs and then to the total system required to fulfill the next Progressive Maintenance step. This Guidebook provides a Standard Operation Procedure (SOP) or Current Best Approach (CBA) for each required action. Each Plant must use SOPs where required, but also must select either the CBA in this Guidebook or another CBA that meets all Standards and Guidelines. Ultimately, at each Plant, a single system must be selected, documented, and used. Therefore, there are only SOPs at the Plant level (a mandatory way of achieving each action which is determined and owned by the Plant PM Pillar team with Leadership team approval.

The capability developed, in the six Progressive Maintenance implementation steps, determine the improvement action to be taken to improve each of the following systems: 1. Shop Tools and Facilities System 2. Equipment Ranking System 3. Planning and Scheduling System 4. Shutdown Maintenance System (where appropriate) 5. Lubrication Management System 6. Maintenance Cost System 7. Maintenance Management Information System 8. Parts and Supplies Control System 9. AM Support System 10. Countermeasures to Breakdowns System

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11. Maintenance Standards and Procedures System 12. Predictive Maintenance System The Progressive Maintenance (PM) System diagram provides an illustration of the total Progressive Maintenance System. The Maintenance Activities Method Overview diagram provides an illustration of maintenance method classifications and activities. The Seven Keys to Implementing a successful Progressive Maintenance System are a summary of the best thinking of DyMos Consulting, a TPM consulting company regarding the elements that might guide capability development in Progressive Maintenance.

Progressive Maintenance Pillar Measures and Audits Table 6 outlines Pillar measures in five categories

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Key performance indicators

4

Maintenance cost

2

Reliability and maintainability

3

Maintenance efficiency

5

Other maintenance indicators

Phase assessments and the pillar system results, behaviors and questions used in conjunction with the phase assessments assess the overall health of Progressive Maintenance activities. The Progressive Maintenance systems results, behaviors and questions are found in Section 5. Each step also has an audit that assesses the specific activities and results each department needs to complete in the step activities. These audits are found in Sections 5 of this Book. PM Step Audits will be conducted at three levels: PM Team will self-audit when they believe they have completed each Step. A score of 90% will be required before requesting an audit by the next hierarchy level. ►

Business PM Pillar member and business owner will conduct the second audit. A score of 85% will be required before requesting an audit by the next hierarchy level.

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Plant PM Pillar owner, plant manager, and plant PM Pillar team will conduct the final audit. A score of 80% or higher will be required before the Department is qualified at this step. The Business Owner is responsible for the audit and the result.

Differences between Progressive Maintenance and Traditional Maintenance The most fundamental difference between Progressive Maintenance and traditional maintenance is the rigorous, step-by-step development of total maintenance capability, that insures that foundational elements are well established before developing higher level tools, systems, or techniques which cannot be effectively applied without establishing capability at more fundamental levels. For example, attempting to establish a time-based maintenance program before restoring equipment will require excessive time and energy and will return little benefit.

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Progressive Maintenance also has the following differences from traditional maintenance programs: ►

Extending equipment component life through redesign, re-specification, or improved maintenance practices

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Failure recurrence prevention

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Zero breakdowns (root cause definition)

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Cost reduction through mean time to repair (MTTR) activities

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Maintenance prevention on new equipment installations (maintenance free concepts)

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Diagnostics for time based savings of maintenance tasks

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Inventories based on equipment ranking, lead times for delivery of parts, planning process, and consolidation and standardization of parts

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Ranking equipment and components

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Driving daily maintenance to operating teams

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More integrated approach with storerooms

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Efficiency improvement of maintenance systems.

Differences between Progressive Maintenance and Autonomous Maintenance Autonomous Maintenance will focus on Normal Operation of equipment, Daily Maintenance, and quick discovery of undesirable conditions. Autonomous Maintenance and Progressive Maintenance will share responsibility for periodic checks of the equipment, preventing recurrence of failures, corrective maintenance -reliability items, and the development of conditioning monitoring. Progressive Maintenance will be responsible for Periodic Maintenance (Time Based maintenance), Predictive Maintenance (Condition Based Maintenance), and all the remaining Corrective Maintenance activities.

Progressive Maintenance Pillar Guidebook

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Progressive Maintenance Pillar Guidebook

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Progressive Maintenance System Purchasing

Engineering

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Direct purchases

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Quality

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On time

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Project reviews

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Order status

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Best cost

Reliability predictions

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Defect prevention

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Technical standards

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Four phase project model

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Sufficient quantity

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Clean

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Inventory management

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Lubricated

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Tighten

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Quality parts

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Parts reservation

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Parts delivery

Technical database ► ► ► ► ►

Design standards Plant loss data system Reference materials Project files Study files

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► ► ►

Equipment files Equipment ranking Annual maintenance plan MP design improvements Time based management plans

Effectiveness measures ► Equipment reliability and maintainability ► Maintenance efficiency ► Maintenance cost ► Planning performance

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Operating teams

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PM resources

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Outside specialists

Planning ►

Prioritize

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Backlog management

Subjective

Objective

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Look

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Vibration analysis

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Job Status

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Feel

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Thermography

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Priority

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Listen

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Ferrography

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Smell

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Ultrasonic

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Basic measurements

Scheduling

Continuous improvement ► Stabilize MTFB ► Lengthen equipment life ► Periodically restore deterioration ► Predict equipment life Analyze Component level ► X-Matrix ► Dice chart ► MTBF charts ► 7 TQ tools

Identify developing failures early (Measure deterioration)

Maintain base conditions

Storeroom

Do ► Skills ► Tools ► Parts staging ► Procedures Record (Continuous improvement database) ► Standards for recording (PM card, failure report, MTBF chart, etc.) ► Components repaired/replaced ► Cause of failure ► Condition discovered ► Action taken

Training ►

Inspection techniques

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Wear characteristics

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Standard deviations

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Operating principles

Unplanned maintenance ► Root cause analysis ► Why-why analysis ► PM Analysis ► Analyze - failure analysis

Progressive maintenance system

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Maintenance activities method overview diagram Activity Prevent deterioration

Goals Achieve optimum PR

Normal operation

Maximize equip effectiveness

Measure deterioration

Restore deterioration

Correct operation Centerline compliance

Minimize cost and effort

Cleaning, identity defects, take action

AM

PM

Either

Lubricating

Daily Tightening Daily inspection of usage conditions and deterioration Minor service work

Planned

Preventive (Prevent failures)

Periodic

Periodic checking

Time based

Periodic inspections and testing Periodic inspections and repair

Predictive Condition based

Progressive Maintenance

Breakdown (Run to failure)

Trend inspection Irregular periodic service

Quick recovery of conditions and good communications Recurrence prevention Sporadic breakdown repair Simplification

Reliability

Improvement of scheduled time, availability Load reduction Precision increase

Condition based monitoring development

Corrective Extend life span Shorten time Avoid maintenance

Maintainability

Improvement inspection work Improve maintenance work Improve maintenance quality

Other: safety Unplanned unscheduled

Emergency maintenance

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Description of terms There are three terms used within the PM Pillar Guidebook that require understanding in order to understand the sequence and hierarchy of events.

Phases There are 4 Implementation Phases to the PM pillar effort as illustrated at the top of the Breakdown Countermeasure Approach. Each Phase addresses the purpose of all activated Pillars during a defined period of time.

Four phases to zero breakdowns Phase 1

Phase 2

AM steps 1–3

AM step 4

Reduce variations of parts life span*

Prolong life span of specific parts

Phase 3

Phase 4

AM steps 5 and 6

AM Step 7

Periodically replace deteriorated parts

Predict parts failure and replace

PM steps 1

PM steps 4 PM steps 2

PM steps 4 PM steps 5

PM steps 3

# of breakdowns

RP1

RP1 RP2

RP1

RP1 RP2

RP2

RP2 RP3

RP3 RP4

Restore neglected deterioration (handling of hidden defects)

► ►

Eliminate accelerated deterioration ► ►

Estimate parts life, restore periodically

Lengthen specific parts life

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Restore basic conditions Adhere to use conditions

Correct design weakness Improve proper part loading Select parts that fit conditions Eliminate sporadic failure

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Operation/repair mistakes

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Condition based maintenance

Improve maintainability

Condition monitoring, machine diagnosis

Detect abnormality buy the senses ► ► ►

Classify trend or non-trend cases What is a trend? Why not detected before breakdown?

Analyze critical failure, estimate and lengthen parts life ► ► ►

Restore external deterioration

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Analyze cross section surface Analyze gear material wearing Analyze gear mesh *Life span = MBTF

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Steps There are 6 Steps within the PM Pillar. Steps are the chronological sequence of activities required to accomplish the goals and objectives of the PM Pillar. PM Pillar Step 1 activities can be advanced into the preparation phase to meet individual business needs.

Sequence of activities 0

Phase

Preparation

Autonomous maintenance

1

2

Stabilize failure intervals

Lengthen equipment life

Step 1: Perform initial clearing

Step 4: Perform general equipment inspection

Step 5: Perform general process inspection

Step 2: Improve contamination source and inaccessible places Step 3: Establish cleaning and checking standards Progressive maintenance

3 Periodically restore deterioration

4 Predict equipment life Step 7: Practice full self management

Step 6: Systematize automatize autonomous maintenance

Step 1: Evaluate equipment and understand situation Step 2: Restore deterioration and correct weakness (support autonomous maintenance and prevent recurrences) Step 3: Build an information management system

Establish as corrective maintenance

Establish as corrective maintenance Step 4: Build a periodic maintenance system Step 5: Build a predictive maintenance system Step 6: Evaluate the planned maintenance system

Systemic maintenance systems that continuously improves equipment availability and reduces M&R cost and spare parts inventories

Implementation process description There are six steps of Progressive Maintenance (PM). Importantly, the six steps of PM are closely time linked to the seven steps of Autonomous Maintenance (AM) and should rarely be time sequenced different than what is show in the sequence diagram. The phases provide focus for the purpose of each of the step activities that are progressively building to a complete Planned Maintenance system. The step by step development process table provides additional information regarding the activities that are part of each of the 6 steps of the progressive maintenance process.

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Step-by-step development process Step

Activities

Step 1: Evaluate equipment and understand the situation

1. Prepare equipment logs 2. Evaluate equipment and select priority equipment 3. Define and classify failures 4. Understand conditions and level of maintenance 5. Benchmarks and goals set 6. Prepare action plan 7. Assess team dynamics and results

Step 2: Reverse deterioration and correct weaknesses

1. Establish basic conditions (support Autonomous Maintenance) 2. Investigate breakdowns and take steps to prevent similar breakdowns from happening 3. Introduce improvements to reduce process failures 4. Conduct focused improvement activities to correct weaknesses and extend lifetimes 5. Assess team dynamics and results

Step 3: Build a computerized information management system

1. Build a computer database 2. Build a failure data management system 3. Build an equipment management system. 4. Build a maintenance cost management system. 5. Build systems for controlling spare parts, drawings, technical data, etc. 6. Assess team dynamics and results

Step 4: Build a periodic maintenance system

1. Prepare for time based periodic maintenance 2. Prepare periodic maintenance system 3. Select equipment and components to be maintained, and formulate a maintenance plan 4. Prepare new and update existing standards 5. Improve efficiency of shutdown maintenance and improve control of subcontracted work. 6. Assess team dynamics and results

Step 5: Build a predictive maintenance system

1. Introduce diagnostic equipment 2. Prepare predictive maintenance system 3. Select equipment and components for predictive maintenance and extend gradually 4. Develop diagnostic equipment and technology. 5. Assess team dynamics and results

Step 6: Evaluate the planned maintenance system

1. Evaluate the planned maintenance system 2. Evaluate reliability improvement 3. Evaluate maintainability improvements 4. Evaluate cost savings 5. Assess team dynamics and results

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Linkage of CBM to the Steps and Elements of Progressive Maintenance CBN linkage

Business linkage

Cost elements

PM pillar activities Failure data management

Work process that Maintenance expense

S Q

Loss elimination

P

Maintenance cost Availability (PR) Productivity

C D M

P&G labor Contractor labor Operating supplies Tools Equipment parts Spare parts management Lost production loss Packing material scrap Raw material scrap Rework loss Energy loss Added production wages Lost sales revenue

Tools and facilities control Equipment ranking Planning and scheduling* Shutdown maintenance Lubrication management Maintenance cost management Maintenance information control Parts and supplies control Work process that increase equipment availability AM Support Breakdown elimination* Maintenance prevention date Predictive maintenance *Must be in place prior to SAP PM phase 2

1. 2. 3. 4. 5. 6. 7. 8.

Daily breakdown report Weekly breakdown report Breakdown analysis report MTTR/MTBR detailed report Functional location failure list Damage analysis report Notifications Functional location and equipment records

Equipment maintenance management

1. 2. 3. 4. 5. 6. 7.

Weekly scheduling reports Backlog reports Shop papers (e.g., job ticket) Periodic maintenance performance report PM Orders Maintenance Plans (TBM) Task lists

Maintenance cost management 1. 2. 3. 4. 5. 6. 7. 8.

Cost analysis report Maintenance planned versus actual cost Order – Actual line items report Cost centers – MOE report Cost centers – Cost element trend report Cost benchmarking reports Maintenance plan costing report PM Orders

Spare parts and supply management 1. 2. 3. 4. 5. 6.

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Dead stock report Slow moving items report Storage location analysis report Materials not in BOM report Vendor on-time delivery report MRP (material requirements planning)

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PM application Chapter 2

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Step 1: Evaluate equipment and understand the situation PM Step 1: overview Purpose: The purpose of PM step 1 is to evaluate equipment and understand the situation. Why: So that maintenance goals can be established, priority equipment selected and action plans created to develop organization capability and eliminate identified losses that will deliver the business goals. Key components ►

Establish an equipment log system that will become the foundation data collection system for all the PM activities and future analysis.

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Evaluate the equipment systems and select priority equipment for planned maintenance focus to deliver the compelling business need.

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Develop standards that define breakdowns, minor stops and process failures.

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Set a base line for key downtime losses and maintenance costs and set three year goals.

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Prepare a 3 to 5 year PM Pillar plan that delivers the goals using the six steps of Progressive Maintenance Pillar implementation.

Equipment ranking Category Factors evaluate

Rank A

Rank B

Rank C

S

Safety and pollution

Failures have impact in Failures cause problems in region in terms of safety and region in terms safety and public health public health

No problems

Q

Quality and progress

Failure cause quality defects Failure cause devlations in or have major impact on quality or have impact on production progress overall production progress

No impact on either quality or production progress

W

Availability status

In full production 24 hours a 7 to 14 hours operation a day Only operated day infrequently

D

Opportunities loss

Failure would cause overall paint shutdown

Failure would cause shutdown in immediate area of machine

A backup machine available, or it is more economical to fix after failure

P

Frequency or failure

Frequency stops due to failures (frequency rate less than six months between major breakdowns)

Stops due to failure happen occasionally (frequency rate between six and 12 months between major breakdowns )

Almost never stops due to failure (fewer than on major breakdown per year)

M

Maintainability Repair time over four hours: Time stopped between one repair cast over $1,550 and four hours cost between $400 and $1,550

Loss analysis

Compelling business need

SQPCDM Targets

Repair time under one hour: cost less than $400

Maintenance method matrix Equipment ranking

Preventive maintenance

A

B

C

Daily maintenance

Line teams (AM)

Periodic maintenance

TBM (PM resources)

Periodic service/rebuild

CBM (PM resources) BD (PM resources)

Breakdown maintenance or continue current preventive

CM (PM resources)

Maintenance prevention Method of maintenance to be planned

Method of maintenance to be planned according to

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Step 1: measures and audit There are no measures specifically linked to step 1. However, this step does establish initial goals for PM Pillar activities executed by line organizations. Step 1: standards and SOP’s None established. Step 1: CBA link to step audits ►

Step 1: tools and facilities system 6 S is a focus for this step. Tools and facilities have unnecessary items removed, remaining items organized, cleaned, and maintained according to organization 6 S standards. There is an audit process that assures standards are maintained.

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Step 1: equipment ranking system Equipment ranking standards are created. All equipment is evaluated against impact to business results (safety, quality, operability, maintainability - or - SQPCDS) and priority equipment is identified for planned maintenance system development. Priority equipment is marked so that everybody on the production floor knows what equipment is priority to the business.

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Step 1: planning and scheduling system ►

Maintenance methods are categorized in the following way: ►

Emergency maintenance: ►

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Planned maintenance: ►

►

►

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Unplanned and unscheduled work

Breakdown maintenance

Preventive maintenance: ►

Time based maintenance

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Condition based maintenance

Corrective maintenance: ►

Reliability

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Maintainability

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Other

Step 1: shutdown maintenance system This step does not focus on Shutdown Maintenance system improvement. Continue to follow practices.

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Step 1: lubrication management system This step does not focus on lubrication system improvement. Continue to follow current practices.

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Step 1: maintenance cost system Basic cost information is collected and analyzed. The data is collected in two ways: 1. By type of cost (in-house labor, contracted labor, materials/parts, etc.) 2. By maintenance method (emergency work, breakdown work, preventive maintenance work, Maintenance improvement work)

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Three year pillar goals are set using “rule of thumb” indices. Two major areas to set goals in are planned maintenance system effectiveness (breakdown elimination, part life extension, and increased availability) and efficiency (MTTR, labor hours, etc.). Step 1: maintenance management information system ►

Equipment logs are established so that activity and improvement histories can be documented.

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Equipment Breakdowns are defined and categorized into three levels so that the top two categories can be focused on for failure recurrence prevention activities.

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Process Failures and Minor Stops are defined so that measures do not overlap downtime loss tracking and make opportunities very clear. The PM pillar is not responsible for Minor Stop and Process Failure tracking.

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Current losses are known (baseline set) and measuring and visible tracking systems are put in place to track loss elimination results and progress to three year goals.

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A pillar activity board is created that visually (minimum words) shows goals, losses (breakdown trees) plans, activity schedules, responsibilities, current evaluation of progress, and current problems (i.e. top ten breakdowns) being focused on.

Step 1: parts and supplies control system Parts and supply storage areas are straightened up and unnecessary parts are discarded. 5S methodology is used to organize the area and assign responsibilities for maintenance of the areas. A focus exists for quick retrieval of parts or supplies. Step 1: AM support system PM pillar team members participate in AM leadership models and use those models to start developing tentative standards in support of AM. They also participate to understand the purpose of each of the PM steps so that their plans can be robust and linked to department needs. Step 1: counter measures to breakdowns system Departments start tracking breakdowns and categorizing them into major, moderate, and minor breakdowns. This data is used as input to loss analysis and setting baseline data for goals to be set from. Step 1: maintenance standards and procedures system Maintenance responsibilities and roles are defined and staffing is in place to implement the six steps of implementation. Documented standards are: ►

Equipment ranking criteria and process

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Breakdown definition and classification

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Process failure definition

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Minor stop definition

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Equipment logs

Step 1: predictive maintenance system This step does not focus Predictive Maintenance system improvement. Continue to follow practices.

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Step 2: restore deterioration and correct weaknesses PM Step 2: overview Purpose: The purpose of PM step 2 is to restore deteriorated areas and correct weaknesses Why: So that unplanned maintenance caused by premature component failures is drastically reduced through operating team daily maintenance and operation activities and PM resource Corrective Maintenance and Periodic Maintenance activities. The elimination of unplanned maintenance frees up time for resources to concentrate on developing cost effective Periodic Maintenance and Predictive Maintenance systems supported by a computerized maintenance information system. Key components ►

Support operating teams implementing AM steps 1-4 and priority equipment.

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Take actions that prevent identical or similar breakdowns from recurring

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Make improvements that reduce Process Failures

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Focus on components that have chronic failures and correct design weaknesses that extend the component life

Step 2: measures and audit The Step 2 audit is available on the website in the step 2 area. This audit specifies the activities that are included in Step 2. Step 2: standards and SOP’s Plant lubrication standards will adhere to the Global Lubrication Standards. All lubricants at the site should meet a P&G Lubrication Specification. Labels and label colors should comply with the global Lubricant Label standards. Step 2: CBA link to step audits All CBA’s associated with Step 2 are linked to the structures and systems of Step 2 in the following paragraphs. Step 2: tools and facilities system 5S standards set in PM step 1 are adhered to and are modified as breakdown elimination activities identify MTTR improvement opportunities. Step 2: equipment ranking system The equipment is ranked every year and plans modified to address business needs. Breakdown elimination activities and AM activities are focused on the priority equipment and tracking systems compare the rate of improvement between priority equipment and non-priority equipment. Step 2: planning and scheduling system A work order system is put in place to respond to AM requests and to document failures, improvements and maintenance activities. A system is in place to integrate the AM defect tagging system with the PM planning and scheduling system. Work requests are prioritized with AM requests rapidly responded to.

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Step 2: shutdown maintenance system This step does not focus on Shutdown Maintenance system improvement. Continue to follow practices. Step 2: lubrication management system A lubrication survey is conducted and lubricant consolidation to the fundamental lubricants needed is executed. Color standards and storage standards are created and are visually prominent. AM teams are trained about the purpose, inspection methods, and application methods of lubrication. PM resources provide tentative lubrication standards for the AM teams to improve from and provide coaching and training as needed. Step 2: maintenance cost system This step does not focus on major improvement activities of this system. Activities should be tracked and costs captured using the basic cost information collection system created in step 1. Step 2: maintenance management information system Equipment improvements are documented in a MP (Maintenance Prevention) system for use in future equipment design and installation activities. PM activities are documented and presented on activity boards where they are highly visual and understood at-a-glance. Maximum use is made of diagrams, pictures, and charts. There is a Breakdown elimination activity board that is used in Daily Direction Setting meetings and weekly department PM resource meetings. Step 2: parts and supplies control system Spare parts stocking levels and storage techniques are better understood and improved as a result of failure recurrence prevention countermeasure activities. Step 2: AM support system AM restoration activities are supported through creation of visual control standards, One Point Lessons, hands on guidance of teams (inspections, restoration, contamination elimination, and teaching about lubrication), equipment improvements that improve maintainability, and rapid response to major restoration requests that are beyond the capability of the operating technicians. PM resources start the building of the formal inspection skill development program by developing lubrication training. From this experience, they start developing inspection courses for AM team leaders in inspection categories such as fasteners, drives, pneumatics, hydraulics, Electrical and Instruments.

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Supporting AM Section 2PM Develop general inspection skill training

Restoration and improvements of items pointed our

Teach manufacturing skills

Provide equipment for improvement

Develop lube and visual control standards

Teach and help prepare CIL standards

Deliver general inspection skill training to Am leaders

Complete improvement of items pointed out

5. Autonomous checks

Teach how to find defects

4. General checks Help identify safety devices and hazards

Explain function of equipment

Teach how to repair defects

3. Prepare cleaning and oiling standards

2. Measure for places that generate failure and defects and are difficult to clean, adjust, oil and repair

1. Initial clean–up

Step 2: countermeasures to breakdowns system A major emphasis is placed on breakdown recurrence prevention activities. Failures are analyzed to root cause and AM standards, PM standards, and equipment improvements are put in place to eliminate recurrence. OPL’s are created to train technicians in the new standardized procedures and equipment improvements are documented for future initiative work. Standardization and improvements are reapplied to similar equipment to prevent future failures. As breakdowns occur, inspections are made of similar equipment to find developing failure situations so that potential breakdowns are “nipped in the bud”. Process failures (leaks, contamination, make-up, abnormal pressures, temperatures, etc.) receive a focus in process areas and recurrence prevention activities are deployed against them. Aligning rotating equipment, calibrating instruments, and maintaining control loop health are key activities. Key components are inspected as a result of prevention activities. As equipment components are maintained at basic and use conditions, poorly designed parts and their application will become apparent. Activities are deployed to make equipment modifications that will improve the life and extend the MTBF of those components. Sophisticated analysis techniques, such as FMECA, P-M analysis are used to analyze failures due to design weaknesses and correct them.

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Failure data management SAP provides functionality via “notifications” to capture failure history on equipment including “where” (functional locations), “what” (object part), damage and damage cause via globally standard selections developed and supported by the global PM Pillar. SAP also captures breakdowns to establish the number of occurrences and the duration to provide MTBR (mean time between repair) and MTTR (mean time to repair) data. Computerizing this data makes analysis via the Breakdown Elimination work process more efficient as it allows rapid sorting for trend detection and action planning. Step 2: maintenance standards and procedures system Because restoration is a major focus of this step, alignment is a major skill that is to be developed for the restoration of rotating equipment. Another key skill area for process areas is instrument calibration and control loop health maintenance techniques. Rebuild procedures are standardized as a result of recurrence prevention activity countermeasures. Common standardized procedures are instrument calibration methods, control loop tuning methods, and alignment of rotating equipment methods. The following standards should be documented: ►

Countermeasures to Breakdown Elimination DMS system

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Equipment Inspection visual controls

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Lubrication standards

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Manual Planning and Scheduling System DMS system

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Alignment procedures for rotating equipment

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Instrument calibration and control loop health maintenance procedures

Step 2: predictive maintenance system This step does not focus Predictive Maintenance system improvement. Continue to follow practices. The following standards should be documented: ►

Countermeasures to Breakdown Elimination DMS system

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Equipment Inspection visual controls

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Lubrication standards

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Manual Planning and Scheduling System DMS system

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Alignment procedures for rotating equipment

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Instrument calibration and control loop health maintenance procedures

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The foundation needed to do PM Step 3 ►

►

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Breakdown elimination DMS is established ►

Breakdown countermeasures are being implemented

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TBM activities being developed as outcomes of BDE work

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Daily inspections completed rigorously

Maintenance planning and scheduling DMS is established ►

Work process is in place

►

Defects and maintenance requests are responded to quickly

Lubrication management DMS is established ►

►

►

►

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Lubrication schedules followed rigorously

Maintenance strategy is in place ►

Know what to maintain and why

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Standards and procedures are being written and followed

Equipment logs are in place ►

Equipment history is being built

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Service records maintained

Maintenance cost are controlled but still an improvement area

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Progressive Maintenance Pillar Guidebook

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Step 3: overview Purpose: The purpose of PM Step 3 is to build a computerized information management system. Why: So that data can be efficiently collected and analyzed to establish good time based maintenance activities that will reduce maintenance costs and equipment downtime.

Why PM Step 3 ►

Efficient collection of data

►

Efficient analysis of data

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To establish good TBM

►

►

Establish MTBM

►

Reduce MTTR

That will reduce maintenance costs

Key components ►

Build a computer system, data structure, and organization support structure

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Establish a failure data management system

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Establish an equipment maintenance management system (machine-history control, maintenance planning, inspection planning, etc.).

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Establish a maintenance cost management system.

►

Establish a system for controlling spare parts, drawings, and technical documentation.

Step 3: measures and audit The step 3 is available on the web. This audit specifies the activities that are included in step 3 and the maximum number of points that can be achieved form each activity. Step 3: standards and SOP’s The planning, scheduling, and budgeting maintenance process defined in conjunction with the computerized system’s protocols. Table 3 in Section 4 outlines the SOP’s required fora computerized system: ►

A Plant numbering system for parts/materials, equipment and locations must be implemented when the Plant decides to create or change their numbering system, or when a new computerized maintenance system is installed, whichever occurs first.

►

The standardized work process defined in conjunction with computerization.

Step 3: CBA link to step audits All CBA’s associated with Step 3 are linked to the structures and systems of Step 3 in the following paragraphs.

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Step 3: tools and facilities system 6S standards set in PM step 1 are adhered to and are modified improvement opportunities are identified. A computer hardware system is installed and 6S standards are created and maintained to keep the computer system functioning and maintained. Step 3: equipment ranking system The equipment is ranked every year and plans modified to address business needs. Breakdown elimination activities and AM activities are focused on the priority equipment and tracking systems compare the rate of improvement between priority equipment and non-priority equipment. The CMMS system will include the capability of generating reports that compare Priority Equipment with non-priority equipment results and maintenance costs. Step 3: planning and scheduling system Monthly meetings are conducted with PM resources and computer generated reports are used to assess the past months performance and plan the upcoming month’s maintenance activities. Weekly meetings are conducted with PM resources and computer generated reports are used to, schedule the next week’s planned PM work, select improvement themes, create action plans and review status and results. Daily meetings are conducted to schedule the day’s work. Although the maintenance work orders reside in a computer, visual Maintenance Task scheduling boards are used so that all team members understand what planned work is to be done and the status of work completion. Work request/work order procedures must be standardized in order to capture all the correct data for equipment failure management, equipment management, and maintenance budget management. Step 3: shutdown maintenance system This step does not focus on Shutdown Maintenance system improvement. Continue to follow practices. The Information system provides the capability for Maintenance Planners to efficiently schedule planned maintenance during outages. Step 3: lubrication management system This step does not focus on major lubrication system improvements. Methods and standard procedures developed in step 2 should be adhered to. Step 3: maintenance cost system Budget management becomes a focus in this step and is facilitated with a CMMS system to automate the analysis and reporting functions needed to control costs. Information used are: Budget summaries, work and materials usage schedules, job priority lists, equipment life forecasts, and tracking maintenance costs by maintenance methods (Emergency, Breakdown, TBM, CBM, and CM). Maintenance cost management SAP Maintenance and Stores functionality uniquely collects “total” maintenance costs as few, if any, systems used within P&G do today by capturing both the cost of labor and the materials in the same maintenance work order and integrating with our cost accounting systems. It provides the

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ability to categorize maintenance cost by BD (breakdown), TBM (time based), CBM (condition based) and CM (corrective) to provide appropriate focus in each phase of PM and stratify the data in numerous ways to quickly get to focused improvement opportunities. Step 3: maintenance management information system This step focuses on automating equipment management information using a Computerized Maintenance Management System (CMMS). Because a CMMS cannot function effectively if major and moderate breakdowns persist, activities are started by creating a failure data management system first. Maintenance management systems are then created once major and moderate breakdowns are eliminated. From the maintenance management system, the budget management system is developed. The failure management system produces at a minimum: daily failure reports, periodic failure reports, equipment failure lists, and failure control graphs. The equipment management system produces at a minimum: Equipment logs, service records, service schedules, service sheets and check sheets. The budget management system produces at a minimum: Work reports (cost), monthly work reports (cost), budget consumption graphs, purchase orders, purchase order status. Technical documentation control systems are created to manage the information that relates to maintenance, including design standards, mechanical design calculation programs, equipment diagnosis criteria, and structural analysis data. A drawing control system is created to file and retrieve maintenance drawings, equipment drawings, equipment logs, detailed drawings of parts to inspect, piping layouts, flow diagrams, wiring diagrams, drawing lists, catalogs, etc. Computer and CMMS software interface skills needed to be developed in support of the automation of information. Information analysis skills also need to be developed. Maintenance and stores SAP Maintenance and Stores functionality has been designed specifically to support the IWS-PM Pillar Step 3 requirement - “Build A Computerized Maintenance Management System” and to help sites meet the key audit points of Step 3. SAP is the software P&G has chosen for global application for all of its major business systems, one of which is the maintenance and stores system. In its maintenance and stores application, SAP provides more than just a software platform; we have integrated the Maintenance Work Process into the system, and are using its capabilities to optimize our storeroom inventories. SAP collects real time data at the elemental/transactional level and is designed to use each data point for any use within that business without additional data input. Of even more long term importance, as work processes and measures definitions are standardized, then this data can be used for Category, Country, and other roll ups to leverage P&G global business and size - clearly, it is the intent to create this standardization. All SAP maintenance and stores module segments have been considered in the development of the PM Pillar Guidebook in order to permit Plants to implement the long term SAP work processes and software in their operations as appropriate as the steps of PM are undertaken. It is possible to start the use of SAP for maintenance and stores prior to PM Step 3 where the system will be optimized. Our guidance for plants that are converting from a legacy Maintenance system is to be “practical”. In most cases you can use the same work process in SAP that you are using in your legacy system and then, when appropriate in the PM Journey, convert the Maintenance Work Process as the Step you are in dictates.

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Equipment maintenance management In addition to the equipment data captured in notifications, SAP provides functionality via “maintenance work orders” to plan long term preventative maintenance tasks by automatically creating orders on a predetermined schedule as well as short term reactive orders, created manually. SAP will help plan not only the task or work, but the materials as well through its integration with SAP storeroom functionality. Using the SAP computerized work order system makes the Planning and Scheduling work process more efficient. Step 3: parts and supplies control system Spare parts are categorized, storage methods are decided, and reorder methods are standardized. The focus is to reduce the spare part inventory to only the level that is needed to attain equipment availability goals and then reducing time required to find parts through visual control. A key success criteria is to find a needed part in less than 30 seconds. Information from the CMMS system is used to reduce the spare parts inventory by analyzing reasons for holding long-term stocks using lists of long-term stocks, materials usage tables, and receipts/issues comparison tables. Spare parts and supply management Again, due to the unique integration of maintenance and storeroom functionality, SAP can provide better control of spare parts due to its material planning capability and integration with maintenance plans. Because SAP is the global standard maintenance management system for P&G, we have been able to leverage scale (afford) to build a material data base that interfaces and integrates with ONE maintenance planning system worldwide versus the numerous legacy systems that were/are in place. Step 3: AM support system This step does not focus on AM activity support. This step is done while PM Step 2 is being concluded. Typically, PM resources will be conduction AM step 4 inspection training for AM leaders (a part of PM step 2), while this step is being implemented. Step 3: countermeasures to breakdowns system Daily meetings with operating teams and PM resources are conducted to review breakdowns and recurrence elimination activities. The failure data management system provides the key information for teams to analyze and create follow-up actions in response to breakdowns. Step 3: maintenance standards and procedures system The maintenance standards that should be documented are: ►

The standardized work process defined in conjunction with the computerized systems protocols.

►

A Plant numbering system for parts/materials, equipment and locations which follows the computerized systems protocol

►

The planning, scheduling, and budgeting maintenance process defined in conjunction with the computerized systems protocols.

Step 3: predictive maintenance system This step does not focus Predictive Maintenance system improvement. Continue to follow practices. An audit system needs to be developed to assess the site / organization’s effectiveness in following the computerized system’s protocols. The audit should be conducted at least annually and the score reported.

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Step 4: build a periodic maintenance system Step 4: overview Purpose: The purpose of PM step 4 is to build a periodic maintenance system. Why: Step 4 reduces maintenance costs and reduces equipment downtime due to planned maintenance activities.

Why PM Step 4 ►

Further refine the planning and scheduling system

►

Refine and develop maintenance standards

►

To deliver business results ►

Further reduce equipment down time due to planned maintenance (more throughput-components to full life)

►

Reduce maintenance costs

Key components ►

Establish a system that makes available materials, parts and tools for Time Based Maintenance (TBM) work

►

Establish a Periodic (TBM) maintenance DMS system

►

Select key equipment and components that require focused TBM and establish annual maintenance plans

►

Update and prepare maintenance standards for repetitive maintenance tasks

►

Improve Shutdown Maintenance effectiveness and efficiency

Step 4: step measures and audit The step 4 audit available on the web site. This audit specifies the activities that are included in step 4 and the maximum number of points that can be achieved form each activity. Step 4: standards and SOP’s None established Step 4: CBA link to step audits All CBA’s associated with Step 4 are linked to the structures and systems of Step 4 in the following paragraphs.

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Step 4: tools and facilities system ►

Tools and facilities are maintained at 5S standards.

►

Tools and facilities are improved with a focus of reducing MTTR required of planned TBM tasks.

Step 4: equipment ranking system Equipment ranking is used to help establish which equipment and components will receive a periodic maintenance system development focus. Step 4: planning and scheduling system A standardized work process is put in place that emphasizes planning and scheduling activities and insures feedback to improve future plans and schedules. Roles and staffing are created to manage the work process. A major focus of this step is to plan and schedule Time Based Maintenance in a way that labor, equipment downtime, standby units, spare parts, inspection equipment, lubricants, and technical information is available so that repair time and cost are minimized. Key components are identified for Time Based maintenance activities. Annual and monthly maintenance plans and monthly, weekly, and daily maintenance schedules are created to plan and execute activities efficiently. Each maintenance job is assessed to see if the tools, methods, time and intervals are appropriate or need adjusting to minimize maintenance costs. This step requires depth understanding of planning and scheduling maintenance work. It also requires project management skills to plan and manage shutdown periods. Step 4: shutdown maintenance system Efficiency and effectiveness of shutdown maintenance periods, or extended outage periods, is a major focus of this step. Project planning of maintenance work, planning meetings prior to shutdown, readiness check lists, daily status meetings to check progress, and critique for improvement of future shutdowns are all activities done in this step. Step 4: lubrication management system Focus is placed on making sure the right quantities of lubricant are available for major servicing outage periods. Standard procedures developed in step 2 are improved and are continue to be adhered to. Step 4: maintenance cost system The focus of the work process is to minimize maintenance cost by minimizing equipment downtime and wasted labor effort and parts associated with Time Based Maintenance. Contractor work is controlled to minimize costs. This step is to drive down maintenance costs through planning and scheduling of efficient maintenance jobs and periods and maintenance work elimination improvement activities.

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Step 4: maintenance management information system Information is used to establish intervals for Time Based Maintenance tasks. It is also used to track MTTR. The information system is very robust in tracking and analyzing breakdowns and now focuses on developing robust cost reduction analysis and tracking systems. Annual maintenance calendar that is visual and is used to involve everyone “at-a-glance”. Step 4: parts and supplies control system Parts reservation for future work, parts kitting, parts delivery/staging are all techniques used in this step to make Time Based Maintenance more efficient. As parts consumption declines due to preventive maintenance activities, part reorder points and inventory levels are reassessed and many parts are no longer carried as spare parts because planning intervals are longer than parts delivery lead times. Part supplier relationships are developed to have parts owned and stored by vendors. Step 4: AM support system This step will focus on better AM request response times and reduced MTTR . During this step, AM teams are conducting AM step 5 and 6 activities and therefore will be requesting help to create and implement improvements that will reduce inspection times and routine maintenance task duration times. Visual control standards should be used and renewed as new improvements are made. Step 4: countermeasures to breakdowns system This step does not focus on Breakdown elimination system improvement. Standards and procedures established in PM step 2 should continue to be adhered to. PM resources will be teaching Failure Analysis skills to operating teams in AM Step 5. The type of breakdowns that remain will be sporadic and nature, which will require a more in-depth analysis.

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Step 4: maintenance standards and procedures system ►

Time based maintenance standards are created that standardizes: materials selection for equipment components, maintenance work standard times for repetitive jobs, spare parts standards and reorder methods, maintenance interval calculation methods, tools and testing equipment, maintenance safety methods, and refinement of the lubrication material handling methods.

►

Balancing techniques and skills are developed to make maintenance more efficient and effective.

►

Equipment improvement skills are developed to minimize equipment down time due to Time Based maintenance tasks.

►

Equipment down time is minimized by performing Time Based Maintenance using techniques and methodologies such as Opportunity, Maintenance-While-Running and Pit-Stop Maintenance.

Step 4: predictive maintenance system This step does not focus Predictive Maintenance system improvement. Continue to follow practices.

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Step 5: build a predictive maintenance system Step 5: overview Purpose: The purpose of PM Step 5 is to build a predictive maintenance system. Why: To reduce maintenance costs of time based maintenance and to further reduce equipment downtime associated with maintenance activities. Key components ►

Establish a system that effectively introduces equipment diagnostic technologies in a cost effective manner

►

Establish a Predictive Maintenance DMS system

►

Select key equipment and components for Predictive Maintenance

►

Establish a system that develops equipment diagnostic technology to meet existing and future business needs

Step 5: step measures and audit The step 5 audit is illustrated in table 1. This audit specifies the activities that are included in step 5 and the maximum number of points that can be achieved form each activity. Step 5: standards and SOP’s None established Step 5: CBA link to step audits All CBA’s associated with Step 5 are linked to the structures and systems of Step 5 in the following paragraphs. Step 5: AM support system This step does not focus on AM system improvement. Continue to follow standards and procedures established in PM step 2. AM teams will typically be implementing AM step 7 during this time. Equipment diagnostic development could provide some diagnostics that will help measure Q component wear prior to product defects being generated. Step 5: countermeasures to breakdowns system This step does not focus on Breakdown elimination system improvement. Standards and procedures established in PM step 2 should continue to be adhered to. The type of breakdowns that remain will be sporadic and nature, which will require a more indepth analysis. Equipment diagnostic development could result in using diagnostics equipment that could measure a new parameter that would provide a trend and alarm limit prior to failure of a nagging sporadic failure.

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Step 5: maintenance standards and procedures system A step-by-step approach is standardized to introduce new equipment diagnostic technologies. Diagnostic equipment and calibration equipment are calibrated and maintained on a regular schedule (Time Based Maintenance) to insure accurate data collection and analysis. Documented standards should exit for: ►

Diagnostic equipment standards

►

Diagnostic development and roll out procedures

►

Equipment diagnosis DMS system

Step 5: predictive maintenance system Roles, responsibilities, and work processes are put in place to save Time Based Maintenance “over maintenance costs” by introducing Condition Based equipment diagnostic technologies. A work process is created that has resources assessing techniques, determining proper applications that reduce maintenance cost, training users of the technologies, and implementing daily management systems the reduce maintenance costs by using the diagnostic technologies. Diagnostic technologies are divided into two technologies: ►

Basic diagnostic tools used by operating teams

►

Precision diagnostics requiring depth skill development to conduct readings and analyze data Equipment diagnostic use and analysis skill play a big role in this step. Resources must be sent to technical schools to learn how to leverage equipment diagnostics in a way that reduces maintenance costs and equipment down time due to Time Based Maintenance.

Vibration analysis is a key diagnostic skill that needs to be developed along with thermography, and ultrasonic testing. Equipment diagnostic technologies are used to assure product quality by monitoring equipment conditions and predicting off-quality situations.

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Predictive maintenance DMS work process Plan diagnosis

Select equipment for predictive maintenance

Prepare diagnosis plan

Perform simple diagnosis

DO

► Input

data

► Revise

diagnosis criteria

Over threshold value?

Perform simple diagnosis

Check

Repair needed?

Plan repair work ACT Perform repair

Assess deterioration

Record details of repair

Step 6: evaluate the planned maintenance system Step 6: overview Purpose: The purpose of PM Step 6 is to evaluate the planned maintenance system. Why: The planned maintenance system is continuously evaluated and improvement themes identified so that maintenance costs and equipment downtime due to planned maintenance activities can be further reduced. Key components

38

►

Establish a system that evaluates the planned maintenance system

►

Establish a system that evaluates and identifies equipment reliability

►

Establish a system that evaluates and identifies equipment maintainability

►

Establish a system that evaluates and identifies maintenance cost

Step 6: step measures and audit Table 1 is a way to assess if your system is set up in a way to promote maintainability and reliability improvement. The step 6 audit is illustrated in table 2. This audit specifies the activities that are included in step 6 and the maximum number of points that can be achieved form each activity. Step 6: standards and SOP’s None established Step 6: CBA link to step audits All CBA’s associated with Step 6 are linked to the structures and systems of Step 6 in the following paragraphs. Step 6: tools and facilities system ►

5S standards are adhered to.

►

Tools and facilities are improved through maintenance cost improvement activities.

Step 6: equipment ranking system Equipment ranking is done annually to establish where PM improvement activities should focus. Step 6: planning and scheduling system Planning and scheduling systems continue to focus on Time Based, Conditioned Based maintenance activities, with an added focus on Maintenance Improvement activities that improve operability, maintainability and reliability of the equipment systems. Step 6: shutdown maintenance system Shutdown Maintenance System improvements are made through improvement theme activity. Step 6: lubrication management system Lubrication standard procedure adherence is audited and problem points analyzed and improved. Savings opportunities are identified and acted on where appropriate. Step 6: maintenance cost system Maintenance cost reduction is a major focus and is approached by deploying improvement teams creating maintenance free equipment. Roles, responsibilities, and work processes are in place to evaluate the effectiveness and efficiency of planned maintenance activities. Improvement themes are created and activities produce lower cost maintenance activities and higher equipment availability. Step 6: maintenance management information system Information systems track and generate reports on key measures that evaluate maintenance activity efficiency, maintenance costs, and equipment availability.

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Step 6: parts and supplies control system As maintenance work has longer planning periods, spare parts continue to be reduced and vendors are able to stock and deliver parts before they are needed. Spare part inventory reduction improvements are pursued as they become a priority in cost reduction. Step 6: AM support system Standards and procedures established in PM step 4 continue to be followed. The PM resources will provide assistance to AM teams when they make requests for help in delivering loss elimination in FI activities. Step 6: countermeasures to breakdowns system This step does not focus on Breakdown elimination system improvement. Standards and procedures established in PM step 2 should continue to be adhered to. The type of breakdowns that remain will be sporadic and nature, which will require a more in-depth analysis. Failure analysis using metallurgy resources will be common. Step 6: maintenance standards and procedures system Where previously set standards are not adhered to, improvement teams are deployed to simplify the standards and provide additional training. Analysis skills and improvement skills developed in earlier steps are used and improved upon. As new maintenance technology is developed and cost reduction applications are identified, skills need to be developed in support of those new technologies. Step 6: predictive maintenance system Equipment diagnostics technology will continue to be rolled out on key equipment components that can save money through the elimination of over maintenance.

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Evaluation of progressive maintenance system Is the system being set up in a way that promotes maintainability improvements? 1. Do professional maintenance and autonomous maintenance work like two wheels of a car? 2. Does the system clearly identify the AM and PM scope of the work? 3. Does the system have any holes or overlap? 4. Does the system have annual, monthly, weekly maintenance schedules based on the middle and long-range plan and are they carried out? 5. Does the system utilize various maintenance standards? 6. Is the system set up to be able to compile equipment diagnosis data properly? Is the system being set to be able to improve reliability? 1. Does the system integrate the activities against sudden failure reduction? 2. Does the system integrate the activities to prevent recurrence of serious failures which bring production line or process outages? 3. Does the system utilize failure analysis methods? 4. Do follow up systems exist to review intervals, methods, assignment in order to apply maintenance adjustments? 5. Does the system enable you to evaluate maintenance using failure occurrence rate, failure downtime % and MTBF?

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Systems for efficient maintenance Chapter 3

44

Systems for efficient maintenance Standard # 2: systems are in place to continuously improve equipment maintenance efficiency. Intent: Develop efficient maintenance activities, through the implementation of systems that make effective tasks more efficient with a focus on reducing maintenance cost (parts, in house labor, and contract labor). Principles/guidelines: The standard is met by actively developing the following systems: 1. Shop Tools and Facilities DMS 2. Equipment Ranking DMS 3. Planning and Scheduling DMS 4. Shutdown Maintenance DMS 5. Lubrication Management DMS 6. Maintenance Cost Management DMS 7. Maintenance Management Information DMS 8. Parts and Supplies Control DMS References to SOP’s and CBA’s: There are three SOP’s required to meet this standard: 1. Plant lubricants will have and meet the appropriate Lubrication Specification #. 2. A Computerized Maintenance and Stores System is implemented and will meet the Global Data Standards and work processes. (see Table in Section 2, Step 3) 3. Department PM Pillar activities will use the global PM Step Audits found in Section 2, Steps 1 - 6. Owner: global Progressive Maintenance Pillar team 1. Systems are in place to improve maintenance techniques and skills that increase equipment MTBF and reduce MTTR. 2. Systems are in place to continuously improve equipment maintenance efficiency. The PM Pillar has three SOP’s that define globally “how” something must be done. 1. Plant lubricants will have and meet the appropriate Lubrication Specification #. 2. A Computerized Maintenance and Stores System is implemented will meet Global Data Standards and work processes. 3. Department PM Pillar activities will use the global PM Step Audits found in Section 2, Steps 1 - 6.

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Systems to promote efficient maintenance Progressive maintenance requires consideration of two types of activities in each of the 6 steps of progressive maintenance: ►

Systems to promote efficient maintenance (reduction of input)

►

Activities to improve maintenance techniques and skills (improving output)

Both require attention at each step, with early steps focused on the basic fundamentals progressing toward more sophisticated systems and activities in later steps. Systems 1-8 listed below develop the structure required to provide maintenance personnel with efficient systems and capabilities to support their efforts. For example, a well-developed lubrication system will insure that there are a minimum number of lubricant types, these lubricants are available when needed in a form that is easy to use, that lubrication maps minimize time to perform tasks, that lubrication points are easy to find and are readily accessible even when the equipment is running, etc. The eight systems area: 1. Shop Tools and Facilities System 2. Equipment Ranking System 3. Planning and Scheduling System 4. Shutdown Maintenance (where appropriate) 5. Lubrication Management System 6. Maintenance Cost System 7. Maintenance Management Information System 8. Parts and Supplies Control System

Pillar DMS build by step ► ► ►

Systems/activities to improve maintenance techniques skills Systems/activities to expand equipment MTBFs Systems/activities to shorten MTTRs

Step 2

46

12. Predictive maintenance system

Step 5

Maintenance prevention data system

Step 2

11. Maintenance standards and procedures system

Step 4

10. Countermeasures to breakdown system

Step 1

9. AM support system

Organizations, structure systems, and activities to promote efficient maintenance

Efficiency (effort and cost)

1. Tools and facilities system 2 Equipment ranking system 3. Planning and scheduling system 4. Shutdown maintenance system–where appropriate 5. Lubricant management system 6. Maintenance cost system 7. Maintenance management information system 8. Parts and supplied control of system

Improvement output Zero failures and defects Effectiveness (Equipment availability/throughput

Establish progressive maintenance system

Reduction of input

Systems to promote efficient maintenance 1. PM Step 1: tools and facilities system ►

Tools and facilities are maintained at 5S standards.

►

Equipment diagnostic equipment is selected and standardized plant wide in a methodical way.

2. PM Step 1: equipment ranking system ►

Equipment ranking is used to help establish which equipment and components will receive a predictive maintenance system development focus.

3. PM Step 2: planning and scheduling system ►

Planning and scheduling systems plan and execute diagnostic inspections and track results. Results are analyzed and work orders are generated as parts indicate a developing failure.

►

Inspection routes are created to minimize labor effort hours associated with taking readings.

4. Shutdown maintenance system ►

This step does not focus on Shutdown Maintenance System improvement. Continue to follow the standards and procedures established in PM step 4.

5. PM Step 2: lubrication management system ►

Lubrication analysis is used to predict when lubrication change is required based on the condition of the lubricant.

6. PM Step 3: maintenance cost system ►

Maintenance costs are reduced due to maintenance interval extension caused by Condition Based Maintenance activities vs. Time Based Maintenance activities.

7. PM Step 3: maintenance management information system ►

Information systems take advantage of on-line diagnostics technologies and generate alarms as developing failures are indicated in time for proper maintenance planning and scheduling.

8. PM Step 3: parts and supplies control system ►

This step does not focus on Parts and Supply Control System improvement. Continue to adhere to standards and procedures set in PM Step 4.

►

Because maintenance intervals are extended due to over maintenance elimination, parts storage quantities should reduce due to reorder quantity reductions. It is possible that parts are no longer required to be stocked because vendor lead times are shorter than the lead time required by maintenance plans.

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Maintenance skill and technique improvement Standard # 1: systems are in place to improve maintenance techniques and skills that increase equipment MTBF and reduce MTTR. Intent: Develop effective maintenance activities, by developing skills and techniques in the organization so that equipment availability is significantly improved. The specific focus is to develop the skills to detect, analyze and identify root causes of failures, then make improvements that eliminate the root cause, and then create maintenance standards and procedures that maintain the improvements. Principles/guidelines: The standard is met by actively developing the following systems: 1. AM support system (process ownership) 2. Countermeasures to breakdowns DMS 3. Maintenance standards and procedures DMS 4. Predictive Maintenance DMS References to SOP’s and CBA’s: ►

There are no Global SOP’s required to meet the above standard

►

See Gives Gets with CBA’s Table for a list of CBA’s

Owner: Global Progressive Maintenance Pillar Team

Systems to improve maintenance techniques and skills The 4 systems listed below create the capability to increase mean time between failures (MTBF) and decrease mean time to repair (MTTR), in a manner consistent with the zero defect principle. Unlike the structure and systems above, which are addressed at each step of PM, these capability improvement activities tend to be focused in specific steps as outlined below: 9. AM Support ............................................................Step 2 10. Countermeasures to Breakdown............................Step 2 11. Maintenance Standards and Procedures ...............Steps 1-5 12. Predictive Maintenance..........................................Steps 1-5 (Maintenance Prevention Data System is included in the IM Pillar)

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Phase 0 Preparation

Phase 1 Stabilize failure interval

Phase 2 Length equipment life

Phase 3 Periodically restore deterioration

Phase 4 Predict equipment life

PM step1 PM step 2 PM step 3

PM step 4

DMS system

PM step 5

Shop tools and facilities Equipment ranking Planning and scheduling Shut down maintenance Lubrication management Maintenance cost

Maintenance management information Parts and supplies control AM support Countermeasures to breakdowns Maintenance standards and procedures

Predictive maintenance

Start building DMS if appropriate

40

Solid DMS in place

DMS followed and delivering sustained results

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Section 3: SWP/DMS 1. Shop Tools and Facilities (DMS)

2. Equipment Ranking (SWP)

3. Maintenance Planning and Scheduling (SWP)

4. Shutdown Maintenance planning (DMS)

5. Lubrication Management (DMS)

6. Maintenance Cost Management (SWP)

7. Maintenance Management Information (SWP)

8. Breakdown Elimination (DMS)

9. Maintenance Standards and Procedures (SWP)

10. Parts and Supplies Control (SWP)

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Section 3: Maintenance cycle coaching Department There are many Department designs that can effectively implement the systems and activities of Progressive maintenance, dependent on size, complexity, etc. However, the monthly, weekly, daily, and shift planning meetings outlined below should be conducted in all organizations.

Meetings Three key meetings help facilitate this systematic process. They are: ►

Monthly PM planning meetings

►

Weekly planning meetings

►

Daily operations

►

Shift meetings

The figure below shows how the weekly, daily, and shift meetings integrate.

Maintenance system

Weekly planning meeting

85%

Daily maintenance work

Team meeting

15%

Opening systems

Daily operations priorities

Daily operations priorities

Monthly meetings of department PM resources assess maintenance activity progress of the last month and set the improvement focus, direction, priorities and plans for the upcoming month. Detailed work planning occurs during the weekly, daily, and shift meeting. The focus should be on the overall work versus the individual job. The approach to the work should be balanced. Eightyfive percent of the maintenance should be planned at the weekly meetings. The remaining fifteen percent of the work should come from daily or shift meetings. The tasks involved in each type of meeting are discussed below. Weekly planning meeting At the weekly planning meeting the following tasks should be in place: ►

Schedule work for the coming week

►

Determine preventive maintenance tasks

►

Identify repairs

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►

Identify the 85% resource available

►

Critical Process Element (CPE) checks

►

Focus on systemization

The plan designed at the weekly meeting is usually based on data. Because the plan is projecting work that is a week away, people tend to be relaxed and clear about their decision-making. These are two reasons why the best planning choices are the result of this meeting. The organization work designs of each department must be reviewed to insure that PM Pillar activities can be enabled. These recommendations can also be found on the Organization pillar web pages along with a document explaining IWS design intent guidelines

Maintenance cycle Parts

Schedule ► ►

Work request: Developing failures Restoration Maintainability improvements Breakdowns

Job status Priority

Plan ► ►

Prioritize Backlog management

Do work Improvement analysis ► ► ►

► ►

Component level X matrix Dice chart MTBF charts 7 TQ tools

► ► ► ►

Skills Tools Parts staging Procedures

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►

Equipment availability up

►

MTBF up MTTR down

► ► ► ►

New equipment Technical data base

Results

Record

Maintenance costs down Material down Efforts down

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The maintenance Cycle follows a continuous cycle the encompasses all the maintenance work experienced in production system. Thorough adherence to this cycle results in significant stability increase. 1. Plan 2. Schedule 3. Do Work 4. Record and store 5. Do improvement analysis

Planning and scheduling DMS Planning and scheduling DMS Work requests

Assess results

Improvements

Job planning

Work Planning System

Documentation/TDB

Daily scheduling

Work execution

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Weekly scheduling

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Maintenance tools Chapter 4

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Progressive Maintenance Pillar Guidebook

1. X Matrix Closing cam The flow control valve Air supply regulator Square pivot bracket Nozzle outer cone Nozzle

3

Machine and material settings and support tasks

4

Summary

Proven process conditions

2

1 Failure mode

Nozzle closing speed

Machine and material components

Filler speed (bottles/min)

Distance between cl and fill valve X turns from tally mark Centerline pressure (3 bars) No binding O-ring (no flattening) Dia at spec (no scratches) No air leaks (feel or sound)

Closing air valve

Drips on bottle

2. Dice Charts

Part name

Date

Treatment

Factor

Phenomenon

M

Filler

E

P

M

E

Cartoner

P

M

E

Bundler

P

M

E

Palletizer

P

M

E

Stretcher

P

M

E

P

Automation transport

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Manage the Pillar Chapter 5

58

Plant Pillar team The Plant PM Pillar Team must be led by an individual who has credibility with both the maintenance resources and the Plant Leadership Team, as well as being capable of fully understanding and promoting all aspects of the Progressive Maintenance Pillar. We would expect all plant PM pillar leaders to qualify at level 3 prior to step implementation and level 4 later on. Pillar membership must be sufficient to insure all parties are represented when decisions are made concerning the selection of systems and/or activities which will be used across that organization, regardless of whether the system and/or activity will be implemented at this time or at some time in the future. A typical PM team consists of mechanical, process, operational and electrical resources split 50/50 between managers and technicians. At least one of the managers should be in an operational team manager/business role. The storeroom needs to be represented on the pillar team to ensure interface between PM activities, systems and effective SAP PM implementation. At a minimum, each business area needs to have a PM pillar owner represented on the plant PM pillar team. The Plant PM Pillar Team needs to establish a Charter following the format recommended by the Leadership Pillar. Meeting frequency will be dependent on the priority of the Pillar during that time period. A PM Activity Board must be developed with information similar to that illustrated in PM Pillar Board Examples 1 and 2.

Progressive maintenance Pillar key activities 1. Goal: establishment of Progressive Maintenance System aimed at “ZERO” failures 2. Key activities a. Creating master plan for Progressive Maintenance b. Instruction of procedures for phased development c. Creating equipment ledger criteria d. Definition of equipment and failure ranks e. Confirmation of coherence with Pillar Committee for Autonomous Maintenance f. Defining and Instruction of support system for Autonomous Maintenance activities (flowchart) g. Defining and Instruction of preventive system against serious breakdown recurrence and similar breakdowns (flowchart) h. Construction and instruction of failure data control system flowchart i.

Construction and instruction of equipment maintenance control system

j.

Construction and instruction of equipment budget control system

k. Creating periodic maintenance system flowchart l.

Creating periodic maintenance calendar

m. Instruction for creating and arrangement of various criteria n. Investigation and examination for introduction of equipment diagnosis techniques o. Creating predictive maintenance system flowchart p. Defining role-sharing with each pillar committee

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59

60

Stages of activities

failures to 1/20 recurrence preventing measure ► Effective inspection

► Perfect

► Reduce

► Reduce

► Reduce

Develop predictive maintenance system management activity ► Equipment audit skill ► Correct problems before failing by monitoring conditions

Improve maintenance engineering and skill ► Take mechanical technician ► Develop skilled and certification test knowledge operators and implement high level maintenance

8

spare stock space management

completely failures caused by defective lubrication

► Eliminate

cost Maintenance cost management activity ► Perfection of budget management system

Parts management activity ► Perfection of spare management system

Lubrication management activity ► Lubrication management system

Establish planned maintenance system ► Establish the definition of failure ► Establish maintenance management system ► Prepare a failure ranking table ► Establish periodic ► Prepare a role and allocation maintenance system table ► Review maintenance management system ► Prepare and use maintenance schedule ► Perfection of failure data management system

Attain “Zero Failure” ► Attain zero failure ► Daily countermeasures ► Improve weak points of design (prolong life span) ► Perfection of inspection standard

Teaching and supporting of autonomous maintenance activities ► Support/teach autonomous ► Improve maintenance skill of maintenance manufacturing operators ► Prepare basic condition standard ► Countermeasure on defects on shop floor ► Implement visual management

8 pillar

7

6

5

4

3

2

1

No.

Aims

First half

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1. It was mainly believed that “Hozen (Maintenance)” was “Shuri (Repairing)” and the conventional maintenance was based on breakdown maintenance. Consequently, there was no time and motivation to improve the maintenance engineering and skills.

Results/achievements

2. Aims of activities Establish a planned maintenance system aiming for “Zero Breakdown”

1. Problems before implementing

20% reduction

5. Spare stock

Each section: morning meeting Plant: morning meeting

Practice daily countermeasures

Develop key persons

Try to take an examination of maintenance skill certification test

Implement the first and second class maintenance skill training

Implement the system at model area

Promote CBM

Implement roll out education

Establish and practice maintenance cost saving system

Review long term stock/inventory. Review minimum inventory

Implement visual management of spares

Organize a list of lubricants/oils Implement visual management of oils/lubricants

Establish and operate a data collection system

Operation

Introduce/practice new maint. system

Practice maintenance schedule

PM analysis

Establish maint. mgmt. standard

Review maint. system

Equipment ranking

Horizontal development to other line

“Zero” failure activity using model line

Daily countermeasures. Prepare a flow of daily measures

First Second First Second First Second First half half half half half half half Support to improve autonomous maintenance inspection skill Participate in field activities. Prepare inspection education textbook Promote the implementation of autonomous maintenance request subjects

97

20% reduction

4. Maintenance cost

96

3 cases/person-month

3. Non stop rate

95

15 min/person-shift

2. MTBF

94

0 cases/month

8. Evaluation

9

10

90 80 70 60 504 0 30 20 10 0

(Hours)

a b 12

92

a

88

b

a

86

b

a

73

83

109

86

7

8

9

10

a b a 11 12

28.1 18.6

34.2

11

b

a

34.3

64.5

b

7

60

80

(%) 1 00

a

40.1

9

10

0

10

20

b

33 a b a 11 12

8

a

4

a b 12

a

104

b

89

b

105

a

98

a

7

86

8

9

10

b

a

11

8

12

7

1

3) Change in non-stop rate

5) Change in spare material stock

99 97

8

81.3 77.2

(%) 30

3. Promotion of condition monitoring.

8

9. Activities in the future

3. Improve individual maintenance skill and develop multi-talented and knowledgeable operators.

2. Promote the implementation of maintenance free equipment utilizing FMEA, etc. concerning new equipment.

1. Improve equipment audit skill and aim for a higher level of equipment maintenance.

9

10

2. Strategy to eliminate completely chronic failures using PM analysis method.

2) Change in MTBF (Mechanical electrical failures)

4) Change in maintenance cost

8

5. Characteristics of developing 1. Development according to 8 pillars of planned maintenance.

1. Number of failures has been reduced by improving equipment and implementing visual management system. 2. Knowledge and skill of operators have improved so that countermeasures on chronic breakdown can be implemented by utilizingeffectively highly skillful methods such as PM analysis, etc. 3. Since maintenance training was implemented effectively, the skill and technology of operators in the maintenance departmentas well as the manufacturing department improved significantly.

60

80

(%) 1 00

a = 1st half; b=2nd half

(Cases / month) 800 703 700 600 436 500 358 400 324 300 194 200 261 161 100 128 0a b a b a b a 7 11 12

1) Change in number of failure cases.

2. Implement activities capable of developing maintenance engineering and skill in order to maximize the output

1. Implement effective maintenance activities to minimize the input

4. Basic thought process of activities

Build plants that lead and fascinate the P&G’s of the world

1. Number of failure cases

3. Targets

Planned maintenance activities department

PM Pillar board example 1

Department Pillar activity board example

Department activity board Progressive maintenance Progressive maintenance What is it PM logo

IWS pillars structure

Pillar description

Objectives

Measures

“The Path”

Initial status Description of the problems at the kick–off

Who is

6 Steps description

PM Master plan

Roles and response

“Where to arrive” Action plan

Current status Department results

Pillar team

Line’s results

Line’s results

Line’s results

Line’s results

Line’s results

Line’s results

Vision

Goals

Audit

OPL’s and standards

Last audit results

OPL’s and standards

Standard’s book

Organization Progressive Maintenance (PM) skills and capability recommendations Goal: Build and Maintain adequate maintenance and E&I skills to support zero loss operations performance

Recommendation Adjust the work design as the capability and span of control of the on the floor individuals increase. Note: It is very important that the design changes identified below be made in preparation for the implementation of AM Step IV and planning for these changes should occur 4-6 months prior to the completion of IWS Phase I.

Design features/structure A manufacturing site’s ability to deliver short and long-term business needs is contingent upon its ability to have the right skills and capability within the team. As we continue to strive for autonomous operating teams, it is critical that we are establishing the right systems and building the right capability within these teams needed to deliver the compelling business needs. To deliver the responsiveness needed by most of the businesses, we need to build the majority of the skills and capability in the operating teams with as few off-line assignments as possible. An essential element of this team design is to ensure that each team has the right roles and responsibilities identified to execute and to manage the PM Daily Management Systems.

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The daily management systems owned by PM include: 1.

Tools and facilities

2.

Equipment ranking

3.

Planning and scheduling

4.

Shutdown maintenance (where appropriate)

5.

Lubrication

6.

Maintenance cost system

7.

Maintenance management information

8.

Spare parts and supplies control

9.

AM support

10. Countermeasures to breakdown 11. Maintenance standards and procedures 12. Predictive maintenance

Each of the systems listed above requires system ownership at the plant level as well as the department and/or module level. This requirement helps build PM process/system ownership across the site while increasing the overall capability of the site to maintain and improve equipment reliability. The objective is to have most of these roles on the teams, however, there are some roles that are recommended as off-line assignments. There may be others depending on the complexity of the operation. This determination needs to be made at the site. The following roles are recommended to ensure PM capability on site: Maintenance management process owner Each site should have an overall site owner and department/module owner. The major responsibility for this role is to ensure the daily management systems are healthy and equipment runs cost effectively and safely at target rates and quality as scheduled to meet business needs (these roles are typically off-line roles). These roles are significant and required to ensure maintenance systems are in place. PM daily management systems Each site should have a plant wide system owner and owners in the department/module. In addition to these roles, equipment component category expertise (drives, electrical and C&IS, pneumatics, hydraulics, fasteners, and lubrication) should be spread out among maintenance resources on the operating teams. For each component(s) there should be Plant wide subject matter experts clearly identified whose responsibility it is to continue to develop deeper mastery as breakdowns and new projects dictate. Module/department maintenance planning and scheduling This is recommended for the department/module and should be managed in an off-line role. Annual, monthly and weekly maintenance would be planned and scheduled by individual(s) in these roles while the actual tasks required on a daily basis could be scheduled by the operating team.

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Basis for recommendation As Manufacturing sites continue along the IWS journey, with a focus on 100% employee involvement/0 loss, it is imperative that the site’s work design supports delivering the Compelling business need now and in the future. Our designs should be focused on leveraging the development, application and retention of all skills required in a team based organization. Business drivers Historically sites have developed different levels of maintenance capability, and different organizational structures and work systems for managing those with maintenance skills. These have resulted from having different equipment, differing levels of system complexity, differing initiative frequency and complexity, differing levels of support from Tech Centers, etc. There are several business factors which require redesigning our site maintenance support capability. The current business situation requires resources to: ►

Lead lubrication consolidation

►

Own planning and scheduling work processes

►

Lead the implementation of computerization of Maintenance systems and Storeroom and Maintenance Planning

►

Lead the breakdown elimination activities and DMS installation

►

Develop inspection training materials and train AM leaders for AM step 4

Discussion: Zero breakdowns cannot be achieved solely by autonomous maintenance (cleaning, inspecting and lubricating) or through planned maintenance alone. We must combine autonomous maintenance and PM to achieve the goal of zero breakdowns. This can only be accomplished by getting the right organizational design in place now, and then assessing and adjusting to meet changing business needs.

Electrical and Instrumentation (E&I), Control and Information System (C&IS) work design recommendation Issue: We are not building and maintaining adequate Electrical and Instrumentation - Control and Information System skills to support zero loss delivery in our operations.

Recommendation This recommendation is consistent with, and follows the design intents of our IWS Work Design (see attached). Ultimately, our goal is to have most of the skills and capability residing on the operating teams with as few off-line assignments as possible. The operating teams’ span of control will increase as we progress into phase 2 and beyond, driving major loss out of the system, and move from the current 80/15/5 orientation to a 100/0/0, integrated supply chain orientation. The plant will need to modify its design, reconfiguring to take advantage of these productivity gains. The following recommendation assumes these adjustments will occur, and the approximate percentage splits in the tasks mentioned below will change as the “core” expands.

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Design Features A manufacturing site’s Technical Systems organization will be composed of a combination of work processes that require mastery, off-line rotational work processes and on-line work processes. Although the specific work processes may be grouped slightly differently from site to site, based on department/site size and system complexity, the following guidelines should generally apply.

On-line E&I/C&IS work processes E&I/C&IS activities are considered core work and about 80% of our E&I/C&IS resources should be deployed onto shifts and into operating teams to enable highly reliable production processes. The following work processes should be deployed directly into the operating teams and be performed by E&I/C&IS Techs, spending a minimum of 50% of their time on E&I/C&IS and advanced mechanical related work in support of the production team: ►

PM Pillar Maintenance Systems

►

Maintain E&I technologies (Execute PM’s, clean and inspect, replace in kind)

►

Troubleshoot using control equipment and documentation

►

Power system maintenance

►

Develop/maintain CBA’s and documentation

►

Learn, Do, Teach E&I/C&IS skills

E&I/Control and Information Systems (C&IS) The following work processes should also be deployed into the operating teams and performed by high-level E&I/C&IS Techs who spend approximately 85% of their time on E&I/C&IS-related work to support the business needs of their team and department and approximately 15% of their time on core work: PM Pillar maintenance systems ►

Implement system improvements

►

Engineer minor system changes

►

Execute E&I/C&IS portions of initiatives

►

Learn, Do, Teach E&I/C&IS skills

Each site needs to give serious consideration as to where the following work is accomplished with an objective of driving as much of this work into the operating teams as possible.

Off-line E&I/C&IS rotation work processes Many of the more advanced E&I/C&IS work processes are best performed when deployed in off line, rotational roles. About 15% of our E&I/C&IS resources should be assigned to these off-line roles. Individuals in these rotational, off-line roles will rotate shifts. These assignments will be a minimum of three months and a maximum of three years duration. The following E&I/C&IS work processes should be considered as off-line rotational work processes:

64

►

PM Pillar maintenance systems

►

Operator interface development and support

►

Process/Machine Control (TDC/PLC) first level support (maintain/improve)

►

Manufacturing Execution Systems (MES) application support

►

Make business improvements via E&I/C&IS technologies

►

Be the business’s E&I/C&IS contact for projects

►

Maintain and improve E&I/C&IS capability in the business

►

Leveraging the potential of the installed E&I/C&IS technology base

►

Learn, do, teach E&I/C&IS skills

E&I/C&IS experts Each site may have a limited number of work processes staffed by E&I/C&IS Experts (no more than 5% or our E&I/C&IS resources). Competency development of these individuals will be managed by the site E&I/C&IS Manager. Those with C&IS expertise will be linked to core and are expected to have an excellent understanding of site operations and also maintain their operational skills. They will also utilize broadening assignments to strengthen their customer/supplier relationships and to provide skill building/maintenance opportunities for competency development. Broadening assignments in the core or other enabling functions will typically be short (3 to 6 months). Sites should consider creating Expert E&I/C&IS roles where: ►

A High degree of skill depth is required

►

The technology is undergoing a rapid pace of change making it difficult

►

to maintain mastery

►

The time to develop mastery is extended (i.e., 2+ years)

►

Recruiting and retaining skilled employees is difficult

►

Experts in some or all of these work processes may be needed at a site. Responsibilities may also include site-wide, multi-site, or even sector wide support. The following are typically considered work processes requiring mastery: ►

E&I/C&IS project management

►

Process/Machine Control application development/improvement

►

Manufacturing Execution Systems (MES) application development

►

Power distribution system support

►

Scanner Systems maintenance

►

E&I/C&IS networking and communications support

►

Drive System development

►

E&I/C&IS technical training coordination and teaching

C&IS managers and engineers The total number of C&IS Managers and Engineers at a site is determined by the business needs at the site. It is a function of the number and magnitude of initiatives, the systems development work required, the breadth and depth of mastery in the technicians, and the development needs of C&IS managers. These assignments will typically be 3-6 years in length. Rotation may be to Tech Center C&IS organizations, other sites, or other Manufacturing roles.

C&IS competencies Each manufacturing site’s organization will include all core C&IS competencies that are required to meet the business need. These skills may be acquired and maintained by C&IS managers/ engineers or the technicians working as specialists or core roles.

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Basis for recommendation As manufacturing sites continue along the IWS journey with a focus on 100% employee involvement/0 loss it is imperative that the site’s work design supports delivering the Compelling business need now and in the future. Our designs should be focused on leveraging the development, application and retention of all skills required in a team-based organization as we strive to have the capability for running the day-to-day business on our operating teams. Business drivers There are a number of business drivers that cause us to re-evaluate our current E&I/CS&I design including: ►

More automation for higher productivity and loss elimination

►

More flexibility (e.g., software instead of hardware) for better capacity utilization

►

Better (real time) process information for decision support

►

Tighter control for higher product quality

►

More of our businesses are regulated and require validation

All of these business drivers require people with higher levels of E&I/C&IS skills. Our ability to develop multiple skills/mastery in our operating teams is essential to achieving the compelling business need. Discussion: ►

Complex technology requires constant practice: E&I/C&IS work involves some of the more complex technologies we use in our sites. “Programming” competence (e.g., PLC programming, DCS programming, Operator-Interface programming, process information management, etc.) deteriorates quickly. The basic skill may be retained for some time, but without constant use, the proficiency is quickly lost. This will influence the speed with which problems can be identified and corrected, the quality of system enhancements, and the extent to which opportunities for improvement are identified and leveraged.

►

Fast changing technology requires ongoing training: E&I/C&IS technology is one of the fastest changing technologies we use in our sites. This change is driven by the Company’s need to reap the benefit of rapid increases in value (increased capability at reduced prices) of E&I/C&IS technology. If E&I/C&IS Techs are constantly involved in initiative execution, preventive maintenance, trouble shooting and system enhancement, then they can frequently learn the new equipment without the need for time spent on formal training. C&IS Techs who have spent time away from the discipline usually require formal training on newer systems, in addition to the time required to redevelop proficiency on existing systems.

►

Return on investment: The time and dollars spent on developing E&I/C&IS Technicians is significant. (The development of a high-level E&I/C&IS Tech requires 5-9 years, depending on the initial qualification, development program and personal aptitude.) We expect a good return on this investment. We are only realizing this return when the person is functioning in a C&ISrelated role. When an E&I/C&IS Tech is away from the discipline for a significant amount of time, not only are we not seeing a return on this investment, but we are also lessening the return we will realize when the Tech returns to E&I/C&IS work.

Maintenance management process owner roles and responsibilities The Maintenance Management Process (MMP) owner role differs from the PM Pillar owner because the purpose is implementation of maintenance, not the development of capability. The Role of Pillar Owner and MMP roles can be held by the same person.

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Maintenance management process owner role(s) and responsibilities Role title: Maintenance management process owner(s) The main thing this role produces: Equipment that runs cost effectively and safely at target rates and quality as scheduled to meet business needs. Most critical skill(s) required of this role: Critical “What Counts Factors” are: Technical mastery ►

Achieves technical mastery and develops it in others

►

Converts technical skill into practical applications to better meet consumer needs

►

Integrates linkages with the business process of suppliers and customers

Working effectively with others ►

Demonstrates integrity and high personal standards

►

Respects and works effectively with diverse people, enables all to contribute their best work

►

Builds and maintains productive working relationships, even in difficult situations

No major weaknesses in the other factors should be evident Product/accomplishment listing Routine outputs 1. Documented maintenance system ►

Evaluate current system (work flow, staffing, skill requirements)

►

Determine long term needs (goals, best in class)

►

Define maintenance sub systems ►

Equipment inspection and testing system

►

Equipment maintenance standards

►

Equipment Maintenance records

►

Equipment component breakdown analysis

►

Spare parts management

►

Construction management

►

Maintenance task planning /management

►

Lubrication control

►

Equipment diagnosis technology

►

Equipment maintenance cost tracking

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►

Develop improvement plan

►

Execute improvement plan

2. Maintenance objectives, goals, action plans ►

Set productivity goal

►

Set maintenance effectiveness goals (MTTR, MTBF, etc)

►

Set maintenance cost improvement goals

►

Set maintenance product quality goals

►

Set maintenance unplanned downtime goals

►

Set personnel safety goals

►

Set environmental incident goals

►

Set individual career plan goals

3. No component chronic losses ►

Determine key equipment in production system

►

Analyze breakdown data

►

Identify top 5-10 chronic loss components

►

Develop elimination plan

►

Execute plan

►

Standardize

4. Operator maintenance skill profile meets needs ►

Define role of operator in maintenance/reliability activities

►

Assess current skill profile

►

Develop skill improvement plan

►

Execute plan

►

Standardize roles/skill requirements

5. Maintenance resource skill profile meets needs ►

Define role of maintenance tech in maintenance./reliability activities

►

Assess current skill profile

►

Develop skill improvement plan

►

Execute plan

►

Standardize roles/skill requirements

6. Equipment reliability design improvements

68

►

Determine improvement opportunity (Loss, maintenance. cost, product quality, etc.)

►

Plan the improvement

►

Execute the plan

►

Standardize improvements

►

Communicate improvements to Eng./designers

►

Ensure new initiative involvement of plant resources

7. Optimum maintenance cost ►

Analyze current maintenance cost (classify costs)

►

Develop maintenance budget from a 3-5 year plan

►

Develop maintenance cost reduction plan

►

Control spending

►

Execute cost improvement plan

►

Standardize improvements

Other outputs 1. Timely restore capability from breakdown condition ►

Determine correct response based on business situation

►

Restore equipment to operating condition

►

Collect data and identify root cause of breakdown

►

Determine and execute follow up actions (See Routine output #3)

2. Initiative driven equipment designs include solutions to chronic problems and reflect plant’s practical solutions ►

Close interaction with designers

►

See Routine output #6

3. Experimental work (EO, DEA, etc.) successful completion ►

On time as planned

►

Equipment impact is minimized

4. Tours presentations that accelerate reliability improvement ►

Current results analyzed

►

Current plans reviewed

►

Current problems discussed

►

Assistance needed communicated

►

Additional input sought

5. Personnel performing at standard after discipline action ►

Fact find

►

Determine if there is a skill deficiency

►

If there is a skill deficiency, develop action plan and execute skill building

►

If there is no skill deficiency, determine best action plan

►

Administer action plan/consequences

►

Follow up performance results and make adjustment as needed

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Emergency outputs 1. Timely response to fire, explosion, catastrophic equipment failures, etc. ►

Minimize personnel injury

►

Minimize further damage

►

Identify root cause of emergency situation

►

Execute corrective action as necessary

►

Equipment back on line after emergency situation

2. Minimize equipment loss from major weather risks (hurricane, flood, tornado, blizzard, etc.) ►

Risks analyzed

►

Weather response plans created

►

Response plans executed when needed

3. Appropriate response in medical emergencies ►

Emergency response procedures followed

►

Basic first aid qualified

Standards This Guidebook identifies a SOP or CBA for each required action. Each Plant must use SOPs where required, but also must select either the CBA in this Guidebook or another CBA that meets all Standards and Guidelines. Ultimately, at each Plant, a single system must be selected, documented, and used. Therefore, there are only SOPs at the Plant level (a mandatory way of achieving each action which is determined and owned by the Plant PM Pillar team with Leadership team approval).

Standards, SOP’s, and CBA’s The Gives Gets with CBA’s Table on the following pages outlines the Progressive Maintenance Pillar Standards, DMS/Process Ownership Systems, CBA’s and Give/Gets and Guidelines. Standard Operating Procedures (SOP’s), and Current Best Approaches (CBA’s) are only listed and referenced in this Section. The PM Pillar has two standards that define the mandatory “what” must be done

Progressive Maintenance relationship to other Pillars General relationship to all other Pillars: ►

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Most other Pillars will use PM systems such as: work order system; technical documentation; planned maintenance inspections, etc.

Leadership: Provided by PM to Leadership Pillar: ►

PM standards by steps

►

PM pillar learning reapplication process with goals and tracking

►

Clear pillar plans and results delivered versus plans

►

Members involvement in pillar teams

►

Understanding of gaps in PM capability and results to guide priority setting process

Provided by Leadership Pillar to the PM Pillar: ►

Ensures pillar work is included in business need to reduce equipment breakdowns and extend equipment life.

►

Priority setting based on loss analysis

►

Integration (PM with other pillars)

►

Audits/review by leadership team

►

Reward people for using systems/standards in running the business

►

Provide resources for required PM work

Organization: Provided by PM to Organization Pillar: ►

Design feature expectations of the people doing PM work.

►

Task definition of the PM work.

Provided by Organization Pillar to the PM Pillar: ►

IWS principles are systematically and structurally designed into the PM activities and continually renewed

►

PM Pillar members fully understand the intent and practices/behaviors of each principle

►

Reward/recognition system which rewards and recognizes people for: extending equipment life, eliminating breakdowns, and reducing maintenance costs

►

Flexibility in Pay and Progression system to accommodate skill block changes in the future.

Autonomous Maintenance: Provided by PM to AM Pillar: ►

Assistance in the development of the skills of operating technicians

►

A scheduled maintenance program

►

Support in correcting defects discovered during Autonomous Maintenance activities that cannot be solved by the AM teams

►

Recommended roles for members of AM and PM pillar

►

Step 4 AM training programs

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►

Training as necessary to insure AM Step 4 skill has been transferred to the Autonomous Maintenance teams

►

Recommended AM Step 4 inspection categories

►

Materials for Step 4 inspection manuals and check sheets

Provided by AM Pillar to the PM Pillar: ►

All equipment through Step 3 and have a process in place to maintain all CIL standards

►

General Inspection Categories

►

Equipment design weaknesses

►

Tech Doc vendor data which is updated and verified

►

PM support as needed

►

Input on preferred component vendors and specifications

►

Capability that permits transfer of all basic maintenance tasks to the operating team

Focused Improvement (FI): Provided by PM to FI Pillar: ►

Specific maintenance skills to FI teams as required. ►

Provided by FI Pillar to the PM Pillar: ►

Standardized approaches for eliminating all losses,

►

Special skills that are required to solve chronic maintenance problems,

►

Loss information which will help PM set priorities

►

Help define ZERO loss state for each maintenance standard practice and for each piece of equipment

►

Reapplication system for improvements

Education and Training: Provided by PM to E&T Pillar: ►

Content of training programs for maintenance,

►

Simulators, models, standards, and other materials required for effective understanding and practice. ►

72

Provided by E&T Pillar to the PM Pillar: ►

Methodology and infrastructure for developing the necessary maintenance skills in the organization,

►

A qualification process which is in place for all skills,

►

A process for identifying and scheduling training required for individuals and teams.

Initiative Management: Provided by PM to IM Pillar: ►

Improved future designs requires,

►

Learning’s that need to be incorporated into new designs-captured in the MP data system,

►

Checkout of all new equipment. ►

Provided by IM Pillar to the PM Pillar: ►

Implement and own a change control system for tech Doc,

►

Implement and own design improvement process (equipment, process, current standards) and link it to technical documentation systems,

►

Own material selection standards, plant design standards, and Capital management process,

►

Search for maintenance free technologies,

►

Insure all equipment and processes come into the site at Step 3 of AM minimum,

►

A design review process.

Work Process Improvement: Provided by PM to WPI Pillar: ►

None ►

Provided by WPI Pillar to the PM Pillar: ►

A step by step improvement process for work process improvement

Quality: Provided by PM to Q Pillar: ►

Planned maintenance of analytical equipment,

►

Job plans that insure defect free products. ►

Provided by Q Pillar to the PM Pillar: ►

Equipment weaknesses that need to be corrected to achieve 0 defects,

►

Requirements that must be met by PM pillar to insure GMP requirements are met.

Health, Safety, & Environmental: Provided by PM to HS&E Pillar: ►

Equipment ranking system that includes safety considerations,

►

Job plans that include safety considerations.

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Provided by HS&E Pillar to the PM Pillar:

74

►

Safe practices that must be included in all maintenance procedures and activities,

►

Equipment weaknesses that need to be corrected to achieve 0 accidents/incidents,

►

Participate in equipment design reviews to insure Mfg. Standards and legal requirements are met

►

Support to incorporate risk prediction into all maintenance procedures and activities,

►

Support to do Job Safety Assessments for maintenance repair and rebuild standards

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Gives Gets with CBA’s Standard

DMS

Systems are in place that improve maintenance techniques and skills that increase equipment MTBF and reduce MTTR.

AM support system (Process ownership only)

Countermeasures to breakdowns

SOP

CBA’s

Give to

Get From

►

►

►

►

AM support activities

►

AM notifications responsibilities

►

Breakdown classification tracking

►

Process failure definitions

►

►

Failure definitions and classifications

►

IM - Failure def

►

Breakdown elimination charts

►

FI - BD reduction

►

P-M analysis case study

►

Process

►

►

Countermeasures to breakdown DMS Failure data management system

Org - owner requirement

► ►

►

► ►

►

►

►

►

►

►

►

►

► ►

76

►

AM step 4 inspection training

►

Predictive maintenance

AM

►

►

Maintenance standards and procedures

AM support work process

Three year master plan PM responsibilities Visual control standards Instrument calibration program Process control loop tuning Alignment and balancing

E&T - OPL format, Step-up card format, skill

►

Tracking delivery methodology

►

Org - expert roles and structures

FI - definition to LA

►

FI- P-M analysis, Why-Why analysis,

AM - Minor stop def

►

►

►

IM- FMECA, LEDS AM - input to failure

►

Analysis

►

Leadership - assigns PF

►

Ownership

AM, IM, FI, Q

►

Leadership model

Q -Q factor management standards

►

HSE - input to VC AM - line VC needs QA and HSE requirements

► ►

Process failures analyzed, reviewed and documented Technical database flowchart Equipment maintenance management standard Equipment diagnostic development Equipment diagnostic management Vibration analysis Thermo graphic analysis

►

AM

► ►

AM - CIL system Q - PDMatrix

Standard Systems are in place that continuously improve equipment maintenance efficiency

DMS

SOP

CBA’s

Give to

Get from

Shop tools and facilities

►

Tools and facilities DMS

►

►

A&S-5S methodology

►

HSE requirements

Equipment ranking

►

Equipment evaluation and ranking

►

►

Leadership- CBN

►

FI - loss analysis

►

HSE and Q give criteria

►

AM- defect tags - CIL Org - planner role and structure HSE - Hazard and Incident elimination system IM - new equipment maintenance plans

► ►

Planning and scheduling

AM

Leadership, AM, IM

PM equipment chart Equipment ranking thought process

►

PM equipment labeling

►

Planning and Scheduling DMS

►

SAP/PM work planning OPL’s

►

SAP work planning System

►

AM

►

►

►

►

Shutdown maintenance

Shutdown maintenance planning

►

HSE - Hazard and Incident elimination system

►

HSE - Hazard and Incident elimination system QA and HSE requirements

►

Lubrication management

All plant lubes will have and meet a P&G lube Spec #

Maintenance cost management

Maintenance management information

SAP maintenance and stores standards and SOP

►

► ►

AM, IM, FI Org - owner requirement

►

QA and HSE requirements

►

IM-compliant projects

►

Leadership – CBN

►

Org- TDB administration role IM- New equipment with TDB

►

Lubrication CBA manual

►

Maintenance cost tracking

►

Leadership, AM

►

Maintenance cost management standard

►

FI - costs to LA

►

Equipment logs Maintenance measures PM Pillar activity board Activity boards for breakdown elimination Equipment/process failure tracking process Equipment maintenance management flowchart SAP pyramid phase 1 and 2 descriptions

►

Leadership, AM, IM FI-tech information to teams

►

IM - SAP data Structure and standards

►

Spare parts management

►

AM, IM

►

Store room operations

►

►

►

►

►

►

Parts and supplies control

Lubrication system management

►

►

►

Q - tech information to QM teams

►

►

►

►

► ► ► ►

HSE and QA requirements IM - tech document system

IM-new equipment installations include spare parts FI - RCO methodology AM - maint. imprmts QA requirements WPI - 4 step and 5S

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Systems, measures and behaviors The following pages reflect a matrix for each PM Pillar system that provides guidance for leaders assessing their organization’s PM Pillar health with a closer focus at each system. The matrix shows what results and behaviors should be expected at the end of each phase and a set of key questions leaders should ask to test if they are ready for the next set of activities. These matrixes should be used in the following ways: 1. Department leaders should use them to assess their PM Pillar readiness to move to the next phase in conjunction with plant-wide phase assessments. 2. Plant PM Pillar owner should use them to assess the progress of the plant and determine the next set of capabilities that need to be developed. 3. Department system owners should use them to plan their implementation activities and to assess their implementation progress.

Pillar DMS systems ►

Shop tools and facilities

►

Equipment ranking

►

Planning and scheduling

►

Shutdown maintenance

►

Lubrication management

►

Maintenance cost management

►

Maintenance management information

►

Parts and supplies control

►

Countermeasures to breakdowns

►

Maintenance standards and procedures

►

Predictive maintenance

Pillar process owner system ►

78

AM support system

66

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Measures Key performance indicators: maintenance effectiveness Indicator

Formula

Target

Interval

M&R costs

Parts cost for maintenance

50%

Monthly

M&R labor

Charge out rate for P&G Labor (for internal use only)

20%

Contract labor

Charges from contractors

20%

% planned maintenance

Breakdown rate

►

Number of breakdowns MMSU

50% Phase 2 90% Phase 3

Monthly

2-10 times

Monthly

50-80%

Monthly

MTBF

Total operating time Unplanned stops (at the constraint)

Line MTBF

Total operating time Unplanned stops (on the line)

►

>85% Phase 2 >90% Phase 3

Weekly Monthly

MTTR (phase 3 and 4)

Sum of repair job times Number of repair jobs

Planned maintenance impact to PR. (phase 3 and 4)

Down time due to maintenance (include CIL) Scheduled run time

<4%

Monthly

Storeroom inventory

SAP FS10 Report

50%

Monthly

See storeroom scorecard for OPL

< 1% to 0.5%

Monthly

See Storeroom scorecard for OPL

Storeroom inventory as a % of site replacement cost

80

Number of jobs planned and scheduled Total number of jobs

Remarks

Total SR inventory on site Site original acquisition value

Maintenance indicators: maintenance efficiency Indicator

Formula

Target

Interval

Remarks

<5%

Monthly

The goal is to extend intervals , reduce MTTR, convert downtime tasks to uptime tasks

Planned maintenance impact to PR

Down time due to planned maintenance Scheduled run time

Planned maintenance achievement rate

Number of PM jobs completed Number of jobs planned and scheduled

90% or above

Monthly

Indicates level of planning and scheduling of maintenance

Inventory Record Accuracy (IRA)

# accurate book inventory records X 100 # book inventory records audited

98%

Monthly

See storeroom scorecard for OPL

Parts availability

[(Total transactions by line item) – (line items out of stock)] X 100 Total transactions by line item

100%

Monthly

% break-in

Number of jobs added to weekly schedule Total number of jobs completed

10%

Monthly

Maintenance indicators: maintenance cost Indicator

Formula

Target

Interval

Remarks

Overall maintenance cost rate

Total maintenance cost X 100 Total production cost

In accord with annual targets

Monthly

Indicates the proportion of total costs spent on maintenance

Unit maintenance costs

Maintenance cost X 100 Production volume

20% reduction

Monthly

Maintenance cost per product unit

Maintenance cost reduction rate

Trend in maintenance cost reduction

20% reduction

Monthly

Compared to costs at kick off.

Breakdown repair costs

Trend in cost of breakdown repairs

In accord with annual targets

Monthly

Compared to costs at kick off.

Contractor costs

Trend of contractor spending

In accord with annual targets

Monthly

Compared to costs at kick off.

Reduction in spare inventories

Trend of spare part inventory value

In accord with annual targets

Monthly

Indication of increasing component life and planning and scheduling efforts

In accord with annual targets

Monthly

Compared to costs at kick off.

Maintenance cost rate

(Maintenance cost) + (stoppage loss) X 100 Total production cost

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Maintenance indicators: other maintenance indicators Indicator

Formula

Target

Interval

Remarks

Contract maintenance rate (1)

Extent due to lack of technology and skills

In accord with annual targets

Annually

Compared to costs at kick off.

Contract maintenance rate (2)

Extent needed to absorb capacity (labor) shortages

In accord with annual targets

Annually

Compared to costs at kick off.

Renovation rate

Proportion of obsolete equipment units updated

In accord with annual targets

Annually

Modernized outdated equipment

In-house development

Trend in number of items of equipment developed in-house

In accord with annual targets

Annually

Include remodeled items

Breakdown elimination rate

(Failure Analysis rate) X (Countermeasure implementation rate) X (Recurrence prevention rate)

90%

Monthly

To highlight weaknesses in failure countermeasures and unsure organization continues to eliminate breakdowns

Recommended initial measurement items for effect and target setting

82

No.

Measuring items

Calculation

Target

1

Equipment breakdown occurrences

Actual number of occurrences per each failure classification (major, moderate, minor

►

Maintenance cost Production throughput

►

Major/moderate breakdown = 0 Minor breakdown = 1/10

2

Maintenance cost as material input

3

Reduction in spare inventories

Trend of spare part inventory value

30% to 50% reduction

4

PM completion rate

Number of PM work done X 100 Number of PM work planned and scheduled

More than 90%

5

MTBBD

Total operating time (uptime) Total number of breakdowns

20% reduction

2-10 times

PM Pillar audit process Business PM Pillar Member + Business owner

Plant PM pillar owner Plant manager Plant pillar team

Step audit

Level 1 No

Scare >90

Yes Step audit

Level 2 No

Scare >85

Yes

Step audit

Level 3 No

Scare >80

Yes Step completed

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84 70

Phase systems, measures and behaviors Pillar systems AM support system

DMS target phase

(Process ownership only)

Measures

Phase 0

Phase 1

-----

---------------------------► ► ►

►

► ►

>80% defects fixed 100% tentative CIL’s reviewed Lubrication training delivered to 100% of operating team leaders. Number of maintainability improvements # Visual control standards # OPL’s used to teach operating teams

Behaviors

Advanced skilled (PM) resources are: ► Participating on AM leadership models to determine how to support AM

Advanced skilled (PM) resources are: ► Explaining equipment function and safety devices to operating teams ► Teaching operating teams what defects are and how to repair them ► Responding to operating team identified defects requiring additional skill. ► Reviewing CIL standards to insure no overlap or omission of maintenance tasks Setting plant wide visual control standards and training and assisting operating teams in standard application. ► Assisting operating teams in eliminating sources of contamination ► Teaching operating teams lubrication skills and standards ► Selected to develop Inspection Category training

Questions

Have Advanced skilled (PM) resources participated in leadership/lead models?

Have AM activities been supported by Advanced skilled (PM) resources?

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Systems, measures and behaviors Pillar systems

Phase 0

Countermeasures to breakdowns system

DMS target phase

(DMS system)

Measures

Phase 1 ----------------X

Breakdown baseline established

► ► ►

Behaviors

►

►

Everybody understands what BD, process failures, and minor stops are and the loss analysis has collected and analyzed those losses. Breakdowns are visually tracked and are categorized by major, moderate, and minor breakdowns.

►

►

►

►

►

Questions

86

Are definitions of BD, process failures and minor stops documented, goals set, and a tracking system in place?

#Major BD<80% #BD< 50% of base line MTBBD> 2X A department process owner exists and breakdowns are discussed and reviewed in daily direction setting meeting and in weekly and monthly maintenance planning meetings. All advanced skilled (PM) resources have the skill to make improvements that remove root causes of breakdowns. Breakdown elimination activities and improvements are visually tracked. Improvements are reapplied to similar equipment. Rotating equipment is aligned using documented standards and procedures.

Does every department have breakdown elimination activities that make root cause elimination improvements as daily work and are weak components known and focused on?

Pillar systems

Phase 0

Phase 1

Maintenance standards and procedures

DMS target phase

-----------------------

(DMS system)

Measures

100% of improvements made that eliminate breakdowns have Maintenance standards and Procedures

Behaviors

►

►

►

Questions

Predictive maintenance

DMS target phase

(DMS system)

Measures Behaviors

Breakdown elimination activities create and maintain maintenance standards and procedures to maintain root cause elimination improvements Vendor material is used as reference for developing standards and procedures Balance and alignment standards and procedures are used.

Are maintenance standards and procedures created and followed that maintain the improvements created in BD elimination activities?

►

Equipment diagnostic equipment is used to predict breakdowns on very critical equipment so that unscheduled and unplanned maintenance is avoided.

Questions

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88

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Pillar systems

Phase 0

Phase 1

Shop tools and facilities system

DMS target phase

----------

---------X

(DMS system)

Measures

100% Shop tools and facilities have been cleaned and organized

100% compliance with tool and facility audits completed

Behaviors

►

►

Shop tools and facilities are cleaned an organized. Unnecessary tools are identified and removed

►

►

Shop tools and facilities remain clean and organized, standards are set and audits are done at least quarterly to assure adherence to standards Tools and facilities requirements are reviewed based on breakdown elimination learning and tool/facility standards are updated.

Questions

Are shop tools and facilities clean and orderly and have unnecessary items been removed from the facilities? (5S)

Are there process owners and does a DMS exist to maintain shop tools and facilities? Are standards updated as new maintenance tasks are created to eliminate Breakdowns?

Equipment ranking system

DMS target phase

---------------

------------X

(DMS system)

Measures

►

►

Behaviors

►

►

►

►

►

100% equipment ranked 100% priority equipment labeled

►

A ranking tool is developed that can assess each equipment’s impact on the business and all equipment is ranked so that maintenance methods can be set. A site labeling standard is created. Priority equipment is labeled so that everybody knows the importance of the equipment An equipment ranking master list is maintained and visible. A process owner exists and owns the ranking process

►

►

►

►

►

►

►

►

100% equipment ranked 100% priority equipment labeled A system owner is assigned and the system is documented and followed. The ranking tools is updated to insure the criteria reflects a measurement of meeting the CBN. All equipment is re-ranked annually and appropriately labeled. Operating teams know which equipment is priority. Advanced skilled (PM) resources use equipment ranking as input to other PM maintenance systems. An equipment ranking master list is maintained and visible. Ranking results are used to set a maintenance method strategy that guides AM and PM activities.

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Pillar systems

Questions

Phase 0 ► Ranking results are used to set a maintenance method strategy that guides AM and PM activities.

Phase 1

Is there an equipment process owner and has all equipment been ranked and priority equipment (A and B) appropriately labeled?

Is equipment ranking in DMS and has all equipment been ranked and appropriately labeled using adjusted ranking criteria in order to meet CBN?

Planning and scheduling system

DMS target phase

-------------X

(DMS system)

Measures

►

►

►

Behaviors

►

►

►

►

►

►

Questions

90

>50% Maintenance tasks planned at least 24 hours in advance >50% maintenance tasks scheduled vs. done >90% AM request responded to meeting response criteria Visual annual maintenance calendars are created to schedule maintenance tasks. Maintenance activities are documented in equipment logs/histories. Priority is given to AM repair and overhaul requests and is tracked. TBM tasks created from the breakdown elimination activities are inputs to this system There are daily, weekly and monthly maintenance planning meetings There is a maintenance planner for at least each line, whose primary role is to plan and schedule

Is there a process owner and a documented DMS which is followed that plans and schedules maintenance tasks giving priority to operating repair and overhaul requests?

Pillar systems

Phase 0

Shutdown maintenance system

DMS target phase

(DMS system)

Measures Behaviors

Phase 1

►

Maintain current shutdown maintenance system and improve as needed.

Questions Lubrication management system

DMS target phase

(DMS system)

Measures

--------

------------------------X

► ►

Behaviors

Plant and department process owners know current numbers and types of lubricants being used and/or stored.

►

►

►

► ►

►

Questions

►

►

►

Lubrication audit >80% Number of lubricants reduced A process owner exists and a DMS lubrication management system is documented. Process owners implement a plant-wide lubrication management system. Lubrication standards and lubricant visual controls are visible on equipment and storage areas and devices. Lubricants are consolidated Advanced skilled (PM) resources provide lubrication training to operating teams. Advanced skilled (PM) resources assist operating teams in setting lubrication standards. Is there a system owner and documented DMS that is being followed Have lubricants been consolidated? Have lubrication standards been set?

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Pillar systems

Phase 0

Phase 1

Maintenance management information system

DMS target phase

------------------------------------

(DMS system)

Measures

Activity boards tracking goals, plans and status

Activity boards tracking goals, plans and status

Behaviors

Advanced skilled (PM) resources display their plans and key measures on activity boards in departments

►

►

►

►

►

Questions

Do Department Advanced skilled (PM) resources display their measures, plans and status on activity boards in departments?

Do department activity boards reflect the results, plans and status of PM activities?

Maintenance cost management system

DMS target phase

-----------

--------------------

(DMS system)

Measures

Repair and maintenance costs

Repair and maintenance costs

Behaviors

►

►

Questions

92

Advanced skilled (PM) resources display their plans and key measures on activity boards in departments Breakdown elimination boards show status and progress of eliminating breakdowns. Visual maintenance planning and scheduling boards are used to plan and schedule maintenance tasks. Technical documentation is used to answer AM questions and analyze breakdowns. There are daily, weekly, and monthly maintenance planning meetings

Overall maintenance costs are known, include parts, labor and contractor costs. 3-5 year goals set.

Are maintenance costs known and tracked and 3 to 5 year goals set?

►

►

All maintenance task costs are captured and tracked by type maintenance activity. Total R&M costs have been reduced due to the significant reduction in breakdowns and unplanned repairs.

Are maintenance task costs captured and tracked by maintenance activity and include parts, labor and contractor costs

Pillar systems

Phase 0

Phase 1

Parts and supplies control system

DMS target phase

------------------------------------

(DMS system)

Measures

► ►

► ►

Behaviors

►

►

Questions

Spare part inventory value Obsolete parts reduced by 90% Part availability IRA > 95% Spare part and supply storerooms are cleaned and organized. (5S) and First in first out system Unused parts are disposed.

Are storerooms clean and orderly and are obsolete parts disposed of?

Master Plan and sequence of activities Table 6 illustrates a typical Master Plan for PM with a duration of 42-48 months. Step 1 activities normally begin while the Plant is in Phase 0 and step 2 activities often overlap step 1 activities due to the need to support AM leadership models and prepare for support of general AM model roll out. While other overlaps between steps are often desirable to accelerate IWS progress, it is important to fully complete early steps prior to focusing the same resources on later steps. As noted earlier, when early steps are not fully completed, systems and techniques from later steps seldom achieve their full effectiveness because the foundation work to support these advanced capabilities are not in place. When pressured by the organization to skip steps, two considerations must be studied to determine whether to agree or disagree: ►

What capabilities are required to best address the priority improvements required by the organization in the next year?

►

What are the specific foundation elements required to support these advanced capabilities and are they sufficiently in place that the advanced capabilities will be able to deliver the expected results?

In some cases, it may be appropriate to develop capability in an advanced system or technique before completing earlier steps, either to address a specific Plant-wide issue, e.g. vibration of high speed pumps, or a specific area of the Plant, e.g. Boiler House. However, care must be taken to insure that fundamental issues that support that capability are in place. For example, addressing vibration before addressing lubrication or alignment is likely to create high cost and temporary solutions.

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PM Master plan Kick off

Year 1

Year 2

Year 3

1996 1997 1998 1999 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 General ► Define Pillar team members ► Define PM team charter ► Prepare general PM training material ► Train general PM training material to PM resources Standards ► Define program for managing PM Standards ► Prepare Lubrication Standards ► Implement lubrication standards in departments ► Prepare Visual Control Standards Step 1 ► Prepare equipment logs in each department ► Perform an equipment ranking in each department ► Select the PM equipment in each department ► Perform component ranking of the PM equipment in each department ► Classify the failures ► Understand the current situation ► Deploy data system for failures and minor stoppages ► Deploy data system for MTBF and “Mean Failures Duration (MFD)” ► Deploy data system for recording maintenance costs ► Define PM goals for each department ► Prepare a detailed action plan for step 2 Step 2 ► Train PM resources on “supporting AM activities” ► Autonomous Maintenance support ► Reverse deterioration and correct weaknesses through focused improvement activities ► Implement a failure analysis system ► Improvements to eliminate “process defects” Step 3 ► Build a data management system failures ► Build a maintenance system for equipment ► Build a maintenance costs management system ► Build a spare parts and technical documentation documentation management system Step 4 ► Build a time-based maintenance system (TBM) Step 5 ► Build a condition-based maintenance system (CBM) Step 6 ► Evaluate the efficiency of the PM systems Training (in conjunction with the Education and Training Pillar) ► Develop and implement a Training plan for maintenance skills

Another sequence that has been used successfully in some Plants is to fully implement all steps in key equipment first and then return to less critical equipment and implement all steps. The sequence selected by a Plant is dependent on the loss analysis findings and the capabilities of the Plant.

94

Qualification Chapter 6

95

Progressive Maintenance Pillar Guidebook

Requirements and qualification Step-up cards The PM Pillar Step-up card and step-up card assessment guide are found the E&T pillar Qualification Section. The step-up card should be used by those that want to self assess their skills and identify skills that are in need of development.

Levels of qualification 1. No capability. 2. Understands the “why”, “what”, and methodologies of the Pillar, the business results and inprocess measures, integration potential, key behavior changes required, etc. These people can provide directional guidance, but normally do not have the capability to implement. 3. Has had practical, hands-on learning experience in the subject matter. These people can run projects and administer programs effectively, usually with supervision. Can assess progress/content of the Pillar and do gap analysis. 4. Has completed a substantial implementation process, applying the tools and methodologies. These people are very experienced and work with minimal supervision. They make key decisions using their own judgment, with input from others. Can coach, consult, diagnose to root cause, and create countermeasures for the Pillar. It often requires the ability to train others in a roll-down manner or the demonstrated ability to coach and consult with others on a given subject matter. 5. Has had experience developing Pillar content and then guiding and/or influencing the application within a site, Region, or Globe. These experts develop the new or continually improving standards for this Pillar. They are recognized as experts and called upon by others to solve the most complex problems associated with this Pillar. These people are strategic decision makers who work with virtually no supervision. They break new ground and coach and evaluate others. They have demonstrated the ability to train other Trainers in a roll-down manner plus the ability to coach and consult with others on a given Pillar

Qualification requirements Qualification levels indicated by role, Capability Level descriptions and Available training are indicated in table 2.

Method to verify capability Those who believe they do not need to attend training because they already meet the qualification requirements can “test out” of the training by taking a written test and/or discussing with the Regional PM Pillar owner or Region Pillar owner designee. The Business PM Pillar owner or designee will make the determination of capability.

96

Qualification levels, requirements and qualification PM Pillar training curriculum

X

X

X

X

X

PM step 3

3

X

X

X

PM step 4

2

X

X

Phase 3

X

3

Phase 1

2

PM step 2

Phase 0

PM Pillar overview and step 1

Training course

Phase 2

Key user and maintenance information system owner

Plant PM Pillar owner

Storeroom operations system owner

GBI internal consultants

TDB administrator system owner

GBU Pillar owner

Planning and scheduling system owner

Course length (days)

Breakdown elimination system owner

When attend?

Lubrication system owner

Who attends?

Step implementation training X

X

PM Pillar DMS training for practitioners Lubrication management training

3

X

Breakdown elimination training

2

X

Failure prevention/failure analysis training

3

X

X

SAP storeroom training

5

1 of 7

X

Planning and scheduling training

2

X

SAP maintenance planning training

3

X

SAP TDB training

3

SAP storeroom learning forum

3

SAP maintenance learning forum

3

X

X

X

X X

X X X

X X

X

X

X X

X

X X

X Day 1

X

X X

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Sequence of activities 0

Phase

Preparation

Autonomous maintenance

1

2

Stabilize failure intervals

Lengthen equipment life

Step 1: Perform initial clearing

Step 4: Perform general equipment inspection

Step 5: Perform general process inspection

Step 2: Improve contamination source and inaccessible places Step 3: Establish cleaning and checking standards Progressive maintenance

3 Periodically restore deterioration

4 Predict equipment life Step 7: Practice full self management

Step 6: Systematize automatize autonomous maintenance

Step 1: Evaluate equipment and understand situation Step 2: Restore deterioration and correct weakness (support autonomous maintenance and prevent recurrences) Step 3: Build an information management system

Establish as corrective maintenance

Establish as corrective maintenance Step 4: Build a periodic maintenance system Step 5: Build a predictive maintenance system Step 6: Evaluate the planned maintenance system

Systemic maintenance systems that continuously improves equipment availability and reduces M&R cost and spare parts inventories

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