4/22/09

Maintenance

Mapping

Automotive

Castings

Freight

Wood/Paper

Aerospace

Shipyard

Dairy

Plastic

forming

Consumer

film

Battery

plants

Nuclear

Bearings

Heat Treat

Food

Automotive

Tubes

Metal

Scrap yards

Office

Furniture

Sheet

Metal

Tools

Aerospace

Steel

Plating

Nuclear

AerospaceFreight

Freight

Freight

Extrusions

Office

Furniture

Wood

Working

Greeting Cards

Plastic

forming

Plastic

forming

Printing

Chemical

Chemical

Chemical

Chemical

Medical

Chemical Automotive

Printing

Pharmaceutical

Industries

working with

Fuss & O’Neill

Manufacturing Solutions LLC

In the U.S. - 2008:

• Equipment productivity < 50%

• Over $200 billion spent on

wasteful maintenance

related practices.

1. Stabilize Failure Intervals

2. Improve Equipment Productivity

3. Maintenance Excellence

4. Predict Equipment Life

Zero Equipment Stoppages

1. Establish Basic Conditions by Cleaning, Lubricating

& Tightening - Inspection.

2. Expose Safety Concerns Through Cleaning/Inspection

3. Expose Abnormalities & Restore New Conditions.

4. Understand & Simplify Operating Conditions and

Operate Accordingly.

5. Eliminate the Environment Causing Accelerated

Deterioration (Control Contamination Source).

6. Establish Daily Inspection & Lubricating Standards.

7. Initiate and Implement Extensive Visual Controls.

8. Gather OEE Data & Prioritize Improvements

Stabilize Failure Intervals

Typical conditions:

• Breakdowns occur regularly

• Temporary repairs are the norm

• There is often a run-to-failure

mentality

• Constant adjustments interrupt

production

• Minor stoppages occur frequently

• Processing speed decreases

• Equipment does not repeat

• Operator training may not be

adequate

• No one is accountable for tracking

these losses

Current State of Manufacturing

Y AXIS WAYS

1200mm 155446 38x100x1862mm

1500mm 155447 38x100x2162mm

Y TRUCK

1025586

LH 53250

Y TRUCK

1-25587

RH 53200

DOUBLE WIPER KIT

front of x & front z only

38x100............4-18650-01

X/Z WAY PLUG EPOXY

silver 500.............234233

empty cartridge 234284

one of each per way unit

Z TRUCK

1-25586

LH 53250

REAR

Z TRUCK

1-25587

RH 53200

FRONT

X FRONT WAY

1200mm 155450 75x100x2920mm

1500mm 155452 75x100x3220mm

2400mm 608647 75x100x4132mm

X TRUCK

1-25584

LH 52250

REAR

X REAR WAY

1200mm 155450 75x100x2920mm

1500mm 155452 75x100x3220mm

2400mm 608647 75x100x4132mm

Z AXIS WAY(2)

155444 38x100x2034

609238 38x100x2334

Y TRUCK

1-25587

RH 53200

Y TRUCK

1-25586

LH 53250

Z TRUCK

1-25587

RH 53200

REAR

Z TRUCK

1-25586

LH 53250

FRONT

X TRUCK

1-25585

RH 52200

REAR

X TRUCK

1-25582

LH 54250

FRONT

ORION 2300X TRUCK

1-25583

RH 54200

FRONT

Is everything OK under

this guard??

Can this be a K&T Orion

common occurrence??

6 Week downtime

$80,000

1. Pareto failures by seriousness.

- Prevent major breakdowns from recurring.

2. Correct equipment design weaknesses.

- Develop countermeasures

- against contamination

- make equipment more accessible

3. Eliminate the 6 major losses per OEE roadmap.

Improve Equipment Productivity

39%24%

15%

16% 6%

Running Time

Minor Stoppages

Break Downs

Set-up

Scrap

Typical Overall Equipment Effectiveness

Lost Capacity - 60%

90%

2%3%4%

1%

Running Time

Minor Stoppages

Break Downs

Set-up

Scrap

“World Class” O.E.E. Measurements

More Capacity-130%The Same Equipment

10 X

Leverage

Point

• Equipment productivity < 50%

• Over $200 billion spent on

wasteful maintenance

related practices.

In the U.S. - 2008:

2003 Department of Commerce

Over $180 billion spent on wasteful maintenance related practices.

What are some of these??

• Waiting at the parts crib

• Looking for parts

• Looking for consumables; bolts, nuts, pipe fittings, set screws, etc.

• Looking for and getting out maintenance tools; drills, saws, etc.

• Travel time.

• Making repairs that could have been prevented with PM.

• Making repairs that are larger and more costly (10X) than earlier

during a PM.

• Making incorrect repairs.

• Replacing parts that do not need replacing.

• Replacing parts with poor quality (low cost) parts.

• Replacing parts with bad (broken) parts, by mistake.

• Emergency parts shipment (Fed-ex) costs.

• Maintenance overtime performing emergency repairs.

• Switching from one emergency to another.

• Making temporary repairs.

• Lack of maintenance training.

• Poor lubrication basics.

• Poor communication between shifts.

Maintenance Excellence

(Quality Maintenance)

1. Evaluate & develop Maintenance Excellence.

- Maintenance Mapping (VSM)

- Maintenance 5’S

- Skills matrix

- Skills training

- Control spare parts

2. Develop a planned maintenance system.

- Perform periodic servicing & inspection

- Perform condition based servicing & inspection

- Establish work standards

- Computerize maintenance information processing

3. Develop guidelines for purchasing & installing new equipment.

- Maintenance specifications for new equipment

- Procedure for new installations

Maintenance Excellence

(Quality Maintenance)

1. Evaluate & develop Maintenance Excellence.

- Maintenance Mapping (VSM)

- Maintenance 5’S

- Skills matrix

- Skills training

- Control spare parts

2. Develop a planned maintenance system.

- Perform periodic servicing & inspection

- Perform condition based servicing & inspection

- Establish work standards

- Computerize maintenance information processing

3. Develop guidelines for purchasing & installing new equipment.

- Maintenance specifications for new equipment

- Procedure for new installations

Improve safety and

working conditions

Maximize

Overall Equipment

Effectiveness

Improve

regulatory compliance

Improve the MTTR

(Mean Time to Repair)

1

2

3

Maintenance

Excellence

Objectives

4

• Response time

•Availability of:

- materials

- tools

- parts

• Troubleshooting time

• Paperwork time

• ISO

• OSHA

• Calibrations

• PM’s

•Accidents

• Close calls

• Lost work days

• Workers compensation costs

• Equipment productivity

• Equipment capacity

• Equipment quality

Maintenance Management

Office

Supv.

attend.

Skills

matrix

W.O.

System

Failure

history

Equip.

docum.

Manuals,

prints,

etc.

Maintenance

tools :

hydraulic jacks,

bearing puller,

power wash,

drills, saws, etc.

Machining

area:

lathes,

drill,

grinder,

arbor press

etc.

Lubrication

area:

Oils, greases,

dispensing

Waste

area:

Rags,

oil, grease,

speedi-

dry

Fasteners

Plumbing

Adhesives

Spare parts

Inventory

Repairable

spare

parts

Production line

breakdown

Utilization – %

OEE - %

Planned vs unplanned – %

Walking

Telephone

Electronic

Maintenance

$$ per hour down - $

Parts

ordering

system

D.T. -

V.A. -

Regular parts

shipment

Emergency air

Shipment

Safety area:

ladders,

slings, lifts,

PPE,

LOTO

center, etc.

Maintenance Excellence - Maintenance Mapping – Example

We followed 5 maintenance technicians on some routine trouble calls.

Here is a typical example.

Production calls in to the maintenance supervisor by phone, that Plastic Container Line B is down.

A lube fault light is on.

Maintenance supervisor waits for the next available electrician (this has happened before). The

Electrician gets out to Line B in 60 minutes. The Electrician needs the Operator to jog the equipment

for him – 30 minutes. He then troubleshoots & finds a problem with the lube fault feed hold relay –

30 minutes.

He walks to the crib for a replacement part. Parts are altogether in a bin. It looks OK so he goes

back to the machine, plugs in the relay, but he sees the same problem – 60 minutes. He goes back to

the crib for another relay, takes two this time and returns, and installs the next one – 30 minutes.

The lube fault light is out, everything looks OK. The Electrician goes back to the crib, puts back

the second relay & tells his supervisor Line B is running – 30 minutes.

The Maintenance supervisor calls up the Production Manager and leaves a message that Line B is

OK to run…

• This processing line runs 20 hours per day

• Running @ 1,100 fpm it should produce 10,000 lbs of product/shift. They average 4,500 lbs/shift

• 20 maintenance jobs out of every 100 are planned

• Every minute of stoppage on this line is $100 of product lost

Maintenance Management

Office

Supv.

attend.

Skills

matrix

W.O.

System

Failure

history

Equip.

docum.

Manuals,

prints,

etc.

Maintenance

tools :

hydraulic jacks,

bearing puller,

power wash,

drills, saws, etc.

Machining

area:

lathes,

drill,

grinder,

arbor press

etc.

Lubrication

area:

Oils, greases,

dispensing

Waste

area:

Rags,

oil, grease,

speedi-

dry

Fasteners

Plumbing

Adhesives

Spare parts

Inventory

Repairable

spare

parts

Production line

breakdown

Utilization – %

OEE - %

Planned vs unplanned – %

Walking

Telephone

Electronic

Maintenance

$$ per hour down -

60 min 30 min

30 min

60 min

30 min

Parts

ordering

system

D.T. - 240 minutes

V.A. - 60 minutes

Regular parts

shipment

Emergency air

Shipment

Safety area:

ladders,

slings, lifts,

PPE,

LOTO

center, etc.

83

45

20

$6,000

30 min

Current State

Maintenance Map

Maintenance Excellence - Maintenance Mapping – Case Study

We followed 10 maintenance technicians on some routine trouble calls.

Here is a typical example.

The Production supervisor walks over to Maintenance office to report a production line down.

It stopped 5 minutes ago, and he sent the operator to another line to “help out”. This production

supervisor doesn’t have a clue as to the problem. This is a critical line – 15 minutes.

The Maintenance supervisor sends his best available electronic technician, who walks out to

the equipment – 15 minutes.

She troubleshoots for 60 minutes & thinks it is a mechanical problem – walks back to tell the

supervisor to get a mechanic out to the line.

A mechanic is pulled off of another job and gets to the line in 60 minutes. He begins to trouble-

shoot & believes the problem is a failed bearing – 60 minutes. He needs a bearing puller & walks

back to the main maintenance area to retrieve one. We follow close behind. He finally finds one, on

the floor, located behind some nylon slings. He walks back to the downed line – 90 minutes.

It only takes him 30 minutes to pull the bearing out of the machine. He now walks to the parts crib

to find a replacement. Finding no bearings, he fills out a requisition for a new one. He locates the

supervisor to get his signature, gets to the parts ordering office & they call in the order by telephone.

The bearing is air shipped in & gets to the machine 24 hours later.

The mechanic installs the new bearing & starts up the equipment – 150 minutes. He then walks

back to the Maintenance office & tells the supervisor – 15 minutes, who walks out to the production

supervisor to tell him it is OK to run – 15 minutes.

• This equipment is run 2 shifts out of 3 ( 16 hours)

• Output should be 10,000 pieces per shift – they average 5,200 per shift

• 1 out of every 10 maintenance jobs is planned

• The company loses $2,000 for each hour the line is down

Maintenance Management

Office

Supv.

attend.

Skills

matrix

W.O.

System

Failure

history

Equip.

docum.

Manuals,

prints,

etc.

Maintenance

tools :

hydraulic jacks,

bearing puller,

power wash,

drills, saws, etc.

Machining

area:

lathes,

drill,

grinder,

arbor press

etc.

Lubrication

area:

Oils, greases,

dispensing

Waste

area:

Rags,

oil, grease,

speedi-

dry

Fasteners

Plumbing

Adhesives

Spare parts

Inventory

Repairable

spare

parts

Production line

breakdown

Utilization – %

OEE - %

Planned vs unplanned – %

Walking

Telephone

Electronic

Maintenance

$$ per hour down -

30 min 60 min 60 min

60 min

90 min

30 min

Pull

bearing

Parts

ordering

system

24 hours

150 min

D.T. - 32 hours +

V.A. - 240 minutes

Replace

bearing

Regular parts

shipment

Emergency air

Shipment

Safety area:

ladders,

slings, lifts,

PPE,

LOTO

center, etc.

67

52

10

$2,000

30 min

Current State

Maintenance Map

Maintenance Management

Office

Supv.

attend.

Skills

matrix

W.O.

System

Failure

history

Equip.

docum.

Manuals,

prints,

etc.

Maintenance

tools :

hydraulic jacks,

bearing puller,

power wash,

drills, saws, etc.

Machining

area:

lathes,

drill,

grinder,

arbor press

etc.

Lubrication

area:

Oils, greases,

dispensing

Waste

area:

Rags,

oil, grease,

speedi-

dry

Fasteners

Plumbing

Adhesives

Spare parts

Inventory

Repairable

spare

parts

Production line

Office

Utilization – %

OEE - %

Planned vs unplanned – %

Walking

Telephone

Electronic

Maintenance

$$ per hour down -

45 min 5 min 30 min 30 min

Parts

ordering

system

180 minutes

150 min D.T. - 3 hours

V.A. - 300 minutes

Regular parts

shipment

Safety area:

ladders,

slings, lifts,

PPE,

LOTO

center, etc.

67

82

70

$2,000

Potential Future State

Maintenance Map P

lan

ner

ord

ers

be

ari

ng

Planner kits

parts

10 min

Planner/Scheduler/

Reliability Engineer

30 min

Reliability Engineer

determines that this bearing

should be part of a vibration

analysis route. At some point the

bearing starts to fail and is picked

up by the vibration analysis

equipment.

Potential Future State Maintenance Map

This is a critical line. The Reliability Engineer chose this bearing, as part of a vibration analysis

Predictive Maintenance route. A quarterly vibration analysis check, from a Predictive Maintenance

supplier, showed that this bearing was deteriorating.

The Planner/Scheduler:

• estimated the replacement bearing job @ 180 minutes (3 hours) – 15 minutes.

• opened a work order (job) – 5 minutes.

• ordered the bearing – 15 minutes.

• checked the availability of a bearing puller – 10 minutes.

4 days later (regular shipping) the bearing was delivered. The Planner/Scheduler sent an e-mail

to the Production Supervisor, asking for 180 minutes (3 hours) of downtime for the required

bearing replacement – 5 minutes.

The machine was scheduled for Friday from 9AM to 12 Noon. The Planner/Scheduler kitted the

Bearing & puller, etc. for Maintenance & scheduled a mechanic for Friday morning – 30 minutes.

The mechanic picked up the Planned Maintenance Kit @ 8:30AM on Friday and was ready at

the machine @ 9AM. Production had planned a short employee meeting and a set up during the

planned downtime. The mechanic pulled the bearing – 30 minutes & installed the new bearing –

150 minutes. Machine was ready to start back up @ 12 Noon.

The mechanic returned the bearing puller and deteriorated bearing to the crib – 10 minutes.

The Reliability Engineer inspected the bearing to determine the cause of failure – 30 minutes.

• This equipment is run 2 shifts out of 3 ( 16 hours)

• Output should be 10,000 pieces per shift – they average 8,200 per shift

• 7 out of every 10 maintenance jobs is planned

• The company loses $2,000 for each hour the line is down

Maintenance Excellence

(Quality Maintenance)

1. Evaluate & develop Maintenance Excellence.

- Maintenance Mapping (VSM)

- Maintenance 5’S

- Skills matrix

- Skills training

- Control spare parts

2. Develop a planned maintenance system.

- Perform periodic servicing & inspection

- Perform condition based servicing & inspection

- Establish work standards

- Computerize maintenance information processing

3. Develop guidelines for purchasing & installing new equipment.

- Maintenance specifications for new equipment

- Procedure for new installations

5’sThe Foundation of all Improvement Activities

o Sort - Eliminate what is not needed

o Straighten - A place for everything &

Set in order everything in its place

o Shine - Cleaning/Inspection. Easy

to identify trouble

o Standardize - Maintain & monitor

o Sustain - Management support is

absolute! Becomes way of life.

SORT

Divide items into

two categories

Necessary Unnecessary

Discard

Unnecessary

items

Categorize the

Necessary items

o Rarely

o Occasionally

o Frequently

Used:

1.

Some of the obsolete equipment!!!

Let’s sort…

2.Set in Order

Determine

Location for

Needed Items

Tools or

Fixtures

Point of Use Storage

Identification

Lines

Maintenance Storage

room, crammed with

needed Items … ?

Shine

3.Eliminate Dirt

Cleaning is Inspection

Builds Pride

in Work Areas

Cleaned, repaired, filtered,

And we know coolant is flowing!!

4.StandardizeAssign

Responsibilities

(Schedule)

Integrate “3 S” Duties into

Regular Work Schedule

(10 Minutes/Day)

Use Checklists

(Operator PM)

Check

Monitor

Inspect

Maintenance Stores ….

5’S

5.Sustain

Management

Committed

To 5’S

Training

Develop

Buy-in

From All

Workers

Correct Actions Become a Habit

5’S

Maintenance Management

Office

Supv.

attend.

Skills

matrix

W.O.

System

Failure

history

Equip.

docum.

Manuals,

prints,

etc.

Maintenance

tools :

hydraulic jacks,

bearing puller,

power wash,

drills, saws, etc.

Machining

area:

lathes,

drill,

grinder,

arbor press

etc.

Lubrication

area:

Oils, greases,

dispensing

Waste

area:

Rags,

oil, grease,

speedi-

dry

Fasteners

Plumbing

Adhesives

Spare parts

Inventory

Repairable

spare

parts

Production line

breakdown

Utilization – %

OEE - %

Planned vs unplanned – %

Walking

Telephone

Electronic

Maintenance

$$ per hour down - $

30 min 60 min 60 min

60 min

90 min

30 min

Pull

bearing

Parts

ordering

system

24 hours

150 min

D.T. - 32 hours

V.A. - 240 minutes

Replace

bearing

Safety area:

ladders,

slings, lifts,

PPE,

LOTO

center, etc.

Regular parts

shipment

Emergency air

Shipment

A bearing puller - we didn’t know where it was…..

Now we do…..

Shared Maintenance

tools…

Maintenance 5’S

Maintenance Management

Office

Supv.

attend.

Skills

matrix

W.O.

System

Failure

history

Equip.

docum.

Manuals,

prints,

etc.

Maintenance

tools :

hydraulic jacks,

bearing puller,

power wash,

drills, saws, etc.

Machining

area:

lathes,

drill,

grinder,

arbor press

etc.

Lubrication

area:

Oils, greases,

dispensing

Waste

area:

Rags,

oil, grease,

speedi-

dry

Fasteners

Plumbing

Adhesives

Spare parts

Inventory

Repairable

spare

parts

Production line

breakdown

Utilization – %

OEE - %

Planned vs unplanned – %

Walking

Telephone

Electronic

Maintenance

$$ per hour down - $

30 min 60 min 60 min

60 min

90 min

30 min

Pull

bearing

Parts

ordering

system

24 hours

150 min

D.T. - 32 hours

V.A. - 240 minutes

Replace

bearing

Safety area:

ladders,

slings, lifts,

PPE,

LOTO

center, etc.

Regular parts

shipment

Emergency air

Shipment

What’s new, what’s broken??

What has been rebuilt???

Need a Repairable parts system…..

Maintenance Management

Office

Supv.

attend.

Skills

matrix

W.O.

System

Failure

history

Equip.

docum.

Manuals,

prints,

etc.

Maintenance

tools :

hydraulic jacks,

bearing puller,

power wash,

drills, saws, etc.

Machining

area:

lathes,

drill,

grinder,

arbor press

etc.

Lubrication

area:

Oils, greases,

dispensing

Waste

area:

Rags,

oil, grease,

speedi-

dry

Fasteners

Plumbing

Adhesives

Spare parts

Inventory

Repairable

spare

parts

Production line

breakdown

Utilization – %

OEE - %

Planned vs unplanned – %

Walking

Telephone

Electronic

Maintenance

$$ per hour down - $

30 min 60 min 60 min

60 min

90 min

30 min

Pull

bearing

Parts

ordering

system

24 hours

150 min

D.T. - 32 hours

V.A. - 240 minutes

Replace

bearing

Safety area:

ladders,

slings, lifts,

PPE,

LOTO

center, etc.

Regular parts

shipment

Emergency air

Shipment

Ladders, cleaning tools, chains, etc…..

Can we organize better??? These

ladders are located on the inside of

the maintenance area…

New ladder storage,

close to the main aisle…

easier/quicker access….

Maintenance Management

Office

Supv.

attend.

Skills

matrix

W.O.

System

Failure

history

Equip.

docum.

Manuals,

prints,

etc.

Maintenance

tools :

hydraulic jacks,

bearing puller,

power wash,

drills, saws, etc.

Machining

area:

lathes,

drill,

grinder,

arbor press

etc.

Lubrication

area:

Oils, greases,

dispensing

Waste

area:

Rags,

oil, grease,

speedi-

dry

Fasteners

Plumbing

Adhesives

Spare parts

Inventory

Repairable

spare

parts

Production line

breakdown

Utilization – %

OEE - %

Planned vs unplanned – %

Walking

Telephone

Electronic

Maintenance

$$ per hour down - $

30 min 60 min 60 min

60 min

90 min

30 min

Pull

bearing

Parts

ordering

system

24 hours

150 min

D.T. - 32 hours

V.A. - 240 minutes

Replace

bearing

Safety area:

ladders,

slings, lifts,

PPE,

LOTO

center, etc.

Regular parts

shipment

Emergency air

Shipment

Simple machines were scattered…

Moved them together, based on usage…..

Over $180 billion spent on wasteful maintenance related practices.

What are some of these??

• Waiting at the parts crib

• Looking for parts

• Looking for consumables; bolts, nuts, pipe fittings, set screws, etc.

• Looking for and getting out maintenance tools; drills, saws, etc.

• Travel time.

• Making repairs that could have been prevented with PM.

• Making repairs that are larger and more costly (10X) than earlier

during a PM.

• Making incorrect repairs.

• Replacing parts that do not need replacing.

• Replacing parts with poor quality (low cost) parts.

• Replacing parts with bad (broken) parts, by mistake.

• Emergency parts shipment (Fed-ex) costs.

• Maintenance overtime performing emergency repairs.

• Switching from one emergency to another.

• Making temporary repairs.

• Lack of maintenance training.

• Poor lubrication basics.

• Poor communication between shifts.

Impact

Impact

Impact

Impact

Impact

Impact

Impact

Impact

Impact

Impact

Reduced MTTR by 15%!!!

MTTR/OEE

0

1

2

3

4

5

6

7

8

9

10

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct

MT

TR

60

62

64

66

68

70

72

74

76

OE

E

/Maintenance

5S Focus

Predict Equipment Life

1. Develop a Predictive Maintenance System.

o Introduce Predictive Equipment & Techniques.

o Train Equipment Diagnosticians.

o Perform Condition Monitoring.

2. Consolidate Improvement Activities.

o Perform Failure Analysis Using Specific

Engineering Techniques.

o Extend Equipment Life by Developing New

Materials and Technologies.

Total Equipment Maintenance Program

Cost Summary

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

1999 2000 2001 2002

Autonomous

Predictive

Preventive

Vended

In House

10% reduction -

maintenance costs

With the same Maintenance workforce: performed less preventive (enhanced the PM’s to be more

effective), more predictive maintenance, more autonomous (operator) checks, and less vended

maintenance services.