pmoptimization relationship venn diagram (2)

8/8/2019 Pmoptimization Relationship Venn Diagram (2)

1/75

2009 LAI Reliability Systems, Inc.

Strategies forStrategies for

Obtaining GreaterObtaining Greater

Reliability Thru EfficiencyReliability Thru Efficiency1

Unlocking Maintenance CapacityUnlocking Maintenance Capacity


2/75

LAI Reliability Systems Background

33 Years serving Maintenance & Reliability Inventors of:

3-Dimensional PMOptimization

Reliability Fusion Software

Work Management Simulation

OME Overall Maintenance Effectiveness

Reliability University

Corporate HeadquartersChicago / Antioch, IL

Nashville OfficeNashville / Franklin, TN

2009 LAI Reliability Systems, Inc. Page 2


3/75

Maintenance Efficiency;Impact on the Big Picture

Page 32009 LAI Reliability Systems, Inc.


4/75

Lean Six Sigma

DMAIC Improvement Process Road Map


Review Project Charter Validate Problem

Statementand Goals

Validate Voice of theCustomerand Voice of theBusiness

Validate FinancialBenefits

Validate High-LevelValue Stream Mapand Scope

Create CommunicationPlan

Select and LaunchTeam

Develop Project

Schedule Complete Define Gate

Identify PotentialRoot Causes

Reduce List ofPotential RootCauses

Confirm RootCause to OutputRelationship

Estimate Impact ofRoot Causes onKey Outputs

Prioritize RootCauses

Complete AnalyzeGate

Develop PotentialSolutions

Evaluate, Select, andOptimize Best Solutions

Develop To-Be ValueStream Map(s)

Develop and ImplementPilot Solution

Confirm Attainment ofProject Goals

Develop Full ScaleImplementation Plan

Complete Improve Gate

Implement MistakeProofing

Develop SOPs,Training Plan andProcess Controls

Implement Solutionand Ongoing ProcessMeasurements

Identify ProjectReplicationOpportunities

Complete ControlGate

Transition Project toProcess Owner Project Charter

Voice of theCustomer and KanoAnalysis

SIPOC Map Project Valuation /

ROIC Analysis Tools RACI and Quad

Charts Stakeholder

Analysis Communication

Plan Effective MeetingTools

Inquiry andAdvocacy Skills

Time Lines,

Value Stream Mapping Value of Speed (Process

Cycle Efficiency / LittlesLaw)

Operational Definitions Data Collection Plan Statistical Sampling Measurement System

Analysis (MSA) Gage R&R Kappa Studies Control Charts Histograms Normality Test Process Capability

Analysis

Process Constraint IDand Takt TimeAnalysis

Cause and Effect

AnalysisFMEAHypothesis Tests/Conf.Intervals

Simple and MultipleRegression

ANOVAComponents ofVariation

Conquering Productand ProcessComplexity

Queuing Theory

Work ManagementSimulation

Planning & Scheduling PMOptimizationTotal Productive

Maintenance Design of Experiments

(DOE) Solution Selection

Matrix Planning Optimization

PdM / CBM OME Overall

Maintenance

Mistake-Proofing/Zero Defects

Standard OperatingProcedures (SOPs)

Process Control Plans Visual Process ControlTools

Statistical ProcessControls (SPC)

Solution Replication Project Transition

ModelTeam Feedback

Session

Value Stream Map forDeeper Understandingand Focus

Identify Key Input,Process and OutputMetrics

Develop OperationalDefinitions

Develop Data CollectionPlan

Validate MeasurementSystem

Collect Baseline Data Determine Process

Capability Complete Measure Gate

Tools

Activities

Kaizen, 5S, NVA Analysis,Generic Pull Systems,

Four Step Rapid Setup Method

Kaizen, 5S, NVA Analysis,Generic Pull Systems,

Four Step Rapid Setup Method

Identify and Implement Quick ImprovementsIdentify and Implement Quick Improvements

ImproveImproveAnalyzeAnalyze ControlControlMeasureMeasureDefineDefine


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The Focus of LAI Reliability Systems

2009 LAI Reliability Systems,Inc. 5


6/75

The LEAN Reliability StrategyThe LEAN Reliability Strategy


The perfect balance of Effectiveness &Efficiency


7/75


8/75

Reality Today

Maintenance primary focus on Reliability(Effectiveness) Downtime avoidance

Unscheduled & Scheduled

Occurrence & Duration Impact is felt, Craft pride and workmanship

Massive opportunity for Efficiency gains

Drives Maintenance to become an Event

Maintenance productivity averages 25-30%As a process we have much more in commonwith production than we may think



9/75

The Solution

The solution is the opposite of most approaches

1.1.Open Flow of the MaintenanceOpen Flow of the Maintenance

ProcessProcess

2.2.With additional capacity, do theWith additional capacity, do theright workright work

The challenges of Efficiency improvement



10/75

Efficiency Solutions

Capacity Challenges Maintenance resources, Productivity levels Reactive maintenance levels, Downtime levels

10

OME Overall Maintenance Effectiveness

Planning & Scheduling

Value Stream Mapping in a MaintenanceFunctionPMOptimization Initial Optimization

Lean and Constraint Management applied toMaintenance

Maintenance Efficiency Processes


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Constraint in Maintenance?

Where in this process is the constraint?


20 18 17 10 12 16


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What is the visible evidence of the constraint?


20 18 17 10 12 16


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Work Management Process

WorkWork

IdentificationIdentification

WorkWork

PlanningPlanningWorkWork

SchedulingScheduling

WorkWork

ExecutionExecutionWorkWork

Follow-UpFollow-UpWorkWork

AnalysisAnalysis

Emergency

CI Loop Maintenance Reliability Loop

AssuresMaintenance

Efficiency

AssuresMaintenanceEffectiveness

2009 LAI Reliability Systems, Inc. 13


14/75

Work ID Planning SchedExecutio

nFollow

upAnalysis


Where is the constraint in Maintenance?


20 18 17 10 12 16


15/75


nFollow

upAnalysis


Where is the constraint in Maintenance?


20 18 17 10 12 16


16/75


What is the evidence of the Maintenanceconstraint?


Work ID PlanningScheduli

ngFollow

upAnalysis

Execution


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How do we protect the constraint? Place a buffer (B) in front to protect against

supply variables

Pre-inspect the buffer to ensure 100% quality

enters



nFollow

upAnalysis

B


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2. Set-ups

1. Breakdowns

4. Idling &Minor Stops

3. Reduced Rate

6. Scrap / rework

5. Start up Loss

LostTime

LostSpeed

LostUnits

CurrentCapacity

(OEE)

Theoretical

Max

Schedu

ledRu

nTim

Availability

Performance

Quality

Overall Equipment Effectiveness



19/75


3. Reduced Rate LostSpeed

2. Set-ups

1. Breakdowns

6. Scrap / rework

5. Start up Loss

LostTime

LostUnits

CurrentCapacity

(OEE)

Theoretical

Max

Overall Equipment Effectiveness

Schedu

ledRu

nTim

Availability

Quality

MarketMarket

DemanDeman

dd

Performance



20/75

3 Types of Backlog Market Demand

PM Preventive MaintenancePdM Predictive MaintenanceTPM Operator Care

CM Corrective MaintenancePRJ Projects

Carryover Work

RM Reactive MaintenanceEM Emergencies

Scope Creep

PMOptimization

Planning &Scheduling



21/75

Value Stream Mapping for MaintenanceHIGH LEVEL MAPPING

Getting Started

Review / Develop a Project Charter Validate Problem Statement and Goals

Capture Voice of the Customer

Define/Validate Financial Benefits

Create Communication Plan

Select Project Team

Develop Project Schedule

Develop a High Level Value Stream Map

Create a SIPOC Chart

Map the Current State with a Top Down Flow Chart

Determine Product/Process Family to Value Stream Map



22/75

Lean Maintenance Overview

2007: 151,000 Work Orders

$50MM

48 Days Avg Work Order Completion Time

Project Goals: 75% Reduction in WO Completion Time

48 Days Avg to 12 Days

75% Reduction in Work in Process

26,000 Work Orders to 6,500 (and keep going)

75% Reduction in Emergency Work Orders

l S i f i


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SupplierCustomer

3-1000 (Pre-Prioritize)

PM Schedule

PhoneRadioEmailWeb

Equipment (i.e., lift,cranePartsToolsContractors

OfficesMaintenanceEngineeringSecurityDP OPSAPI OPSUtilitiesEHSQACASExternalMaintenance

Initiate Prioritize Plan Scheduling Execute Analyze Document / Close

1

2-5

P-GEMS

Initiate

.4Lead time Days

188Inventory W/O

5 Mins 15 Mins

Days10.8

8 min

Days14.2

10.3 Mins

Days10.9

3.3 Hrs

Days16.3

2 Mins

Days4.1

2 Mins

Days2.2

Prioritize Plan Scheduling Execute Analyze Document / Close

5.5Overhead Staff

10.8Lead time Days

836Inventory W/O

5Overhead Staff

14.2Lead time Days

6671Inventory W/O

11Overhead Staff

10.9Lead time Days

5820Inventory W/O

12Overhead Staff

16.3Lead time Days

8689Inventory W/O

172Overhead Craft.

4.1Lead time Days

2209Inventory W/O

11Overhead Staff

2.2Lead time Days

1191Inventory W/O

6Overhead Staff

9.8Million

Cost ofcontractors

$

48Lead time Days

25,604Inventory W/O

298Overhead Staff

172Craftsman Craft

9.8MillionContractor $

Total

Note:Staffing headcountdoes not include:Stores staff

Call center mgrValidation techsRMTsUtilitiesOperations

5Process time Mins 15Process time Mins 8Process time Mins 10.3Process time Mins 3.3Process time Hrs 2Process time Mins4Process time Hrs

2Process time Mins

Days.4

Value Stream Mapping for MaintenanceHIGH LEVEL MAPPING

V l S M i f M i


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Value Stream Mapping for MaintenanceMAINTENANCE WORK TYPE PROCESS MAPPING

Value Stream Mapping (Sub Process) for

Preventive / Corrective / Reactive Maintenance Data Collection & Defining Measures

Identify Key Input, Process and Output Metrics

Develop Data Collection Plan

Collect Baseline Data

Determine Process Capability

Draw the Process Flow Map Adding The Material Flow Layer Adding The Information Flow Layer

Adding The Data Collection Layer Adding The Process and Lead Time data Layer


Work Order: 232954 Description: Office Furniture Move Muda 63%


25/75

Work Order: 232954 Description: Office Furniture Move 63%Date: 10/22/03 Team: Kirby's Facilities Team Value

Added37%

Labor Minutes / Step

Step Description Trade Qty Good Inrrptn Notes

1 Travel to the job Millwright 1 10

2 Find requestor 1 5 W/O wasn't clear

3 Scope job - Part A 1 5

4 Gather tools 1 5 Didn't know what to bring

5 Move 5 drawer file cabinet Millwright 1 106 (cabinet full - find Mitch) 1 20 Mitch wasn't prepared for me

7 Get Mitch some boxes to unload file cabinet Millwright 1 15 Boxes weren't where theyshould be

8 Need desk dolly - find it 1 10 Bob had the dolly

9 Move desk to column 2Y22 Millwright 2 5

10 Looks like someone already delivered a different desk - findcustomer

1 5 There was a desk there already

11 Yep - Return non-required desk to dock for shipment Millwright 1 15

12 Travel from dock back to Finance Department 1 10

13 Scope job - Part B 1 5

14 Microfilm reader needs to be moved from this desk - findadditional Millwright 1 10 Desk had heavy stuff on it

15 Move microfilm machine Millwright 2 11

16 Move furniture within Finance Millwright 2 10

17 Move Mitch's cabinet to dock Millwright 1 10

18 Move bookshelf Millwright 1 15

19 Doesn't fit opening - find customer to relocate bookshelf 1 10 Should have measured it

20 Install bookshelf Millwright 1 5

21 Close job Millwright 1 2

Minutes 82 137Tools / Parts / Resources Total Time 219

1 Desk Dolly

1 Refrigerator Dolly

4 Boxes

2 Office layout diagram



26/75

Travel to the job

Find requestor

Scope job - Part A

Gather tools

Move 5 drawer file cabinet

(cabinet full - find Mitch)

Get Mitch some boxes to unload file cabinet

Need desk dolly - find it

Move desk to column 2Y22

Looks like someone already delivered a differentdesk - find customer

Yep - Return non-required desk to dock forshipment

Travel from dock back to Finance Department

Scope job - Part B

Microfilm reader needs to be moved from this desk- find additional Millwright

Move microfilm machine

Move furniture within Finance

Move Mitch's cabinet to dock

Move bookshelf

Doesn't fit opening - find customer to relocatebookshelf

Install bookshelf

Close job


Corrective Maintenance Analysis


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2. Undoc. Work

1. Not on Jobs


3. Actual vs. Plan

6. Callbacks &rework

5. Start up Loss

LostTime

LostTime

LostTime

CurrentCapacity

(OME)

Theoretical

MaxThroughput

ElevationEffectiveness

CostReductionEfficiency

Overall Maintenance Effectiveness

Schedu

ledW

orkT

Utilization

PlanningCompliance

Quality

MaintenanMaintenan

ce Backlogce Backlog



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Maintenance & Reliability Model

OperatorUpkeep

PM

PdM

ID Planning Scheduling

ExecutionFollow UpAnalysis

CMMS / History

Visual Workplace5S Control

SpecifyValue

IDValue

Stream

Pull Perfect

Control Point / Constraint Management

Flow

Discretionary Focus

FMEA / RCFA / RCM

TPMTPM Work ManagementWork Management

QuickChange Over

SMED

OEE (Overall Equipment Effectiveness) OME (OverallMaintenance Effectiveness)

2008 LAI Reliability Systems, Inc. All Rights Reserved

Spare PartsMaterialsManagement

OEE / OMEOptimizatio

n

Equipment Criticality Ranking (ECR) Equipment DatabaseMaintenance &Reliability

Performance Metrics

Effectiveness 3-D PMOptimization3-D PMOptimization Efficiency



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Defining Preventive Maintenance

Definition:Regularly scheduled work performedat prescribed intervals, intended to proactivelyAvoid, Delay, orDetectthe onset of failure,ensuring that equipment continues to function asrequired by the user...


PMOptimization

Addresses

Condition-based

Monitoring(CbM)

PreventiveMaintenance

(PM)

PredictiveMaintenance

(PdM)

ScheduledContract

Maintenance(PM)

OperatorUpkeep(TPM)


30/75

Few Choices to Consider

Desired OutcomeDesired Outcome

Develop the correct PM

Correct task

Frequency

Optimum resourcesEase of implementation

On all equipment

Unites all activities

Analyzes collected data

Adapts and grows

Leveragability

Fills the CMMS gaps

Craft

Feedback

PM Scrubbing

RCM/FMEA


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3-Dimensional PMOptimization Impact

Maintenance PM LaborScheduled PM DowntimePM Parts Cost

40%35%60%

It is the right task, performed by the rightskill, at the right interval & at minimal cost.

PM Coverage 50%



32/75

High percentage of labor hours in PM

Why PMOptimization?

Most controllable unit of work we have

Need capacity to get ahead of the curve

Efficiency perspective:


PMs

Too many good components beingreplacedToo much scheduled downtimePM data located in many differentsystems

Limited CMMS functionality


33/75

PMs

Why PMOptimization?

Elevated reactive maintenance levels

Beyond compliance, are they working?

Effectiveness perspective:


Too many failures still occurring

Too much unscheduled downtimePMs not developed using consistentprocessPMs not identifying work early enough

Planning & Scheduling processesstarved


34/75

PMO and RCM Partnership

Equipment Criticality

Leverage Zone

Resource

sRequi r

ed

(L

abor&Ma

terial)

RCM / FMEA

3-Dimensional PMOptimization3-Dimensional PMOptimization

RCM / PMOptimizationRCM / PMOptimization

PartnershipPartnership

Craft Feedback / Data Scrubbing 2008 LAI Reliability Systems, Inc.

EquipmentQ

uantity

Low High



35/75

3-Dimensional PMOptimization


The right task performed by the right skillat the right time at minimal cost

1. Initial Optimization

Ongoing efficiencyoptimization throughanalysis of PM task results tracked at afailure mode level

2. PM Task Pass/Fail Analysis

Ongoing effectiveness optimization throughanalysis of equipment reliability from otherequipment performance tracking systemsbeyond the PM System

3. Equipment Reliability Analysis


36/75

Essential Elements of a World-Class PM

A World-Class PM will answer these basic questions:


What are we trying toprotect?

Against what?

What are we going toabout it?

How are we going to doit?

Required functionality of theequipment

Failure modes at a component level

Prevent or detect the onset of failureor its cause through a PM Activity

Who, how often, how long, operationalstatus, conditions, resources,instructions


37/75

PMOptimization Processes


1. Prepare for PMO

2. Define Equipment Reliability Requirements

3. Review Existing PM

4. Screen Tasks for Removal

5. Optimize Remaining Value-added Tasks

6. Fill Gaps in PM

7. Review OEM Recommendations

8. Optimize PM Work Order

9. Implement Change

10. Leverage Improvement

Optimization Steps


38/75

Remove unnecessary non value-added steps 6 Task removaltechniques

5S for Your PMs

Organize remaining PM activities to where they belong Reliabilityrequirements identifiedOptimize remaining PM tasks 9 Task & WO techniquesManage ongoing efforts using a consistent process ProcessassuranceSustain continued optimization Task Pass/Fail &

Reliability Analysis

PMO Equivalence5S Step How its done

Sort

Straighten

Shine

Standardize

Sustain

15 Optimization Techniques

Remove

Existing PMs

Failures

Optimized PM Coverage

Optimize Add

Open FailureModes

Consider

Adjust


39/75

4. Screen Tasks for Removal

A. Confirm Applicability of Tasks

B. Determine if Failure can be Foreseen/Prevented

C. Remove Redundant PM Tasks

D. Review Value vs. Cost of PM Task

E. Reduce Scope of PMs on Non-critical EquipmentF. Redesign Equipment to Eliminate need for PM

Task


5 Optimize Remaining Value-Added Tasks
http://www.istockphoto.com/icons.phphttp://www.istockphoto.com/icons.php


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5. Optimize Remaining Value-Added TasksB. Apply Task Optimization Techniques

Efficiency-Based Task Optimization Techniques


1. Determine if Task can be Promoted Is there a better task?

2. Determine Appropriate Skill Set

Can others perform this

task?

3. Determine Required Equipment Status Running or down?

4. Determine if Job Plan is RequiredWhat is required to performtask?

5. Determine if Modifications can Reduce

Task Time How can I make task easier?

Optimization Techniques Addressing the issue

6. Reduce Frequency of the PM Task Why this often?

3 Review Existing PM


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3. Review Existing PMD. Determine Task Type

PM Tasks Classification

PMs can be grouped into one of 4 Task Types


Type 1 Activity-Based Performance of physical activity

1L Lubrication

1C Cleaning

1A Adjustment

1R Replacement

Type 2SubjectiveInspection Perceived condition

Type 3ObjectiveInspection

Factual condition

Type 4ConditionMonitoring

Measured and trended condition


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43/75

42%

82%

42%


O i i i & i i k


44/75

PMOptimization & Business Risk


S i bili C i PM L i


45/75

Sustainability; Creating PM Longevity

Where do we go from here? On-going process of

continuous Optimization

PM Task Pass/Fail Analysis Equipment Reliability

Analysis

SSort

SStraighten

SShine

SStandardize

SSustain



46/75

PMOptimization Relationships

Asset Selection

Equipment Needs Development

Current PM to Needs Analysis

Task Removal Techniques (6)

Task Optimization Techniques (6)

CMMS History to PM Analysis

Open Failure Modes Review

OEM Review

Work Order Optimization

Leveraging Results

PMOptimization Core



47/75

TPMTPM


TPM Daily Upkeep

TPM Site Profile

Operator Task Development

TPM Visual Reference Development

TPM Daily / Weekly Schedule

Standardized Work

Paperless Work Completion

Work Request Contributor

TPM Daily Upkeep Training

Kaizen Events

MOE Process

Work Management feedback, prioritization,coding, backlog mgt., TPM Metrics

TPM Team Engagement



48/75

TPMTPM

VisualVisual

WorkplaceWorkplace


Visual Workplace

Equipment, Function, ComponentImaging

Icon-Based TPM Tasking

TPM Daily/Weekly Kits

Gauge Marking

Task Imaging

Maintainability / Accessibility



49/75

TPMTPM

VisualVisual

WorkplacWorkplac

ee

StandardiStandardi

zed Workzed Work


Standardized Work

PMO Master Library - Equipment

Naming, Tasking, Frequencies,Failure Modes

Multi Site Best Practice Sharing

Standardized Training System

PMO Master Library - Components

Standardized Forms & Tools



50/75

TPMTPM

VisualVisual

WorkplacWorkplac

ee

StandardiStandardi

zed Workzed Work

LubricatiLubricati

onon

ProgramProgram


Lubrication Program

Lubrication Tasks Identified

Quantities (volume)

Frequencies (occurrence)

Color Coding

Lubricant Consolidation

Lubrication Storage

Lubrication Training

Lubricant Assignment



51/75

TPMTPM

VisualVisualWorkplacWorkplac

ee

StandardiStandardi

zed Workzed Work


Reliability Readings

Objective Reliability Data Collection

Reporting / Graphing

Trend able Data from TPM Activities

Auto Work Order Generating

LubricatioLubricatio

nnProgramProgram

ReliabiliReliabili

tytyReadingReading

ss


i i i l i hi


52/75

TPMTPM


ee

StandardiStandardi

zed Workzed Work

ReliabilityReliabilityReadingsReadings


nnProgramProgram

PdMPdM

PrograProgra

mm


PdM Program

PdM Tasks Identified

PdM Technologies Assigned /Deployed

PdM Routes by Technology

PdM Hardware

PdM Data Management

PdM Training

Partnering w/ PdM Technologies


PMO i i i R l i hi


53/75

TPMTPM


ee

StandardiStandardi

zed Workzed Work

ReliabilityReliability

ReadingsReadings


nnProgramProgram

PdMPdM

ProgramProgram



Solutions for Maintenance, Operations, & Facilities


54/75

TPM Operator CareTPM Operator Care

A Natural Outcome of PMOptimization

ator Care / TPM a natural outcome of PMOptimization


55/75

ator Care / TPM a natural outcome of PMOptimization

et your site profile for ideal OC task characteristics


56/75

et your site profile for ideal OC task characteristicsTasks meeting criteria set alarm in PMOptimizer and are moved to TPMTasks can be manually advanced to TPM Module

TPM / OC Task Management


57/75

TPM / OC Task ManagementSet production / task schedulingCustomize and load TPM / OC Images at a task level

M / OC Image Creator


58/75

M / OC Image Creatorverlay drag and drop graphics, text, and symbols calling out task locationpdated images are saved and used in TPM visual references and reports

PM Manager


59/75

PM ManagerManager represents or works with typical TPM Story Boards for task statusQuick View look into task status by area or line

PM Manager


60/75

PM ManagerManager represents or works with typical TPM Story Boards for task statusQuick View look into task status by area or line

M PerformerO t T k I t f TPM d 5S ti iti d i i l t l


61/75

asy Operator Task Interface: TPM and 5S activities managed in a single toolefault icons based on task typerovides all information needed: Image, Task, Instructions, Measurements Lube

Clean tooling slidesand inspect forabnormalities

TPM PerformerAll i d d t t fi ti


62/75

All required data at your fingertipsLaunch work requests paperless interfaceFailure modes launch task log or work order generation

Clean tooling slidesand inspect for

abnormalities

Tooling slidesshowingSigns of wear

Generated workorder

TPM Operator Daily Checklist


63/75

TPM Operator Daily Checklist

63

Hydraulic Unit> Motor> Visually inspect motor conditionA. Ok / B. Dirty / C. Hot / D. Noisy

04

546702

Inspection Details

1.Locate motor on rear of unit

2.Visually inspect motor air path

3.Is air path or exterior built up w/

debris?

4.If dirty, hot or noisy, notify

maintenance

OperationsNorth American

OperationsNorth American

1.00 Minute

Lube:

No lubricants required

Tools:

Flow template gauge (1)

located: Cabinet b24

Parts:No parts required

Safety:

No safety or PPE required to

perform inspection

Task Duration:

2.00 Minutes

Comments / Notes:

&


64/75

Page 64

PM Optimization Process


Maintenance & ReliabilityMaintenance & Reliability

Operator

Upkeep

PM

PdM

ID Planning Scheduling

ExecutionFollow UpAnalysis

CMMS / History

Visual Workplace5S Control

Specify

Value

ID

Value

Stream

Pull Perfect

Control Point / Constraint Management

Flow

Discretionary Focus

FMEA / RCFA / RCM

TPMTPM Work ManagementWork Management

Quick

Change Over

SMED

OEE (Overall Equipment Effectiveness) OME(Overall Maintenance Effectiveness)

2008 LAI Reliability Systems, Inc. All Rights Reserved

Spare PartsMaterials

Management

OEE / OME

Optimization

Equipment Criticality Ranking (ECR) Equipment DatabaseMaintenance & Reliability

Performance Metrics

Effectiveness 3-D PMOptimization3-D PMOptimization Efficiency


65/75

Oils Grease OtherCategories

- Hydraulic

H1 Hyd AW 32

+ Gear Oil

+ Spindle Oil

+ Air Line Oil

+ Way Oil

Name

ISO 32 Nevastane AW 32 Keystone

Edit ISO Product Manufacturer Details

Hyd AW 46 ISO 46 DTE 25 Mobil Oil

Hyd AW 68 ISO 68 DTE 26 Mobil Oil

MSDS

Product

Keystone

Supplier

Tri-State

Tri-State

H1 Hyd AW 32

Details

H1 rated food grade light lubricating & anti-wear

hydraulic oil

Usage

Hydraulic systems & general purpose applications

where a light lubricating oil is required to penetrate

or minimize attraction of dust

Close

Blended Learning Environment


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Blended Learning Environment


LIVE OVERVIEW SESSIONSEvery course includes monthly LIVE OVERVIEWSESSIONS. Learn all aspect of the course; Interactwith our Subject Matter Expert, ask questions, evenactivate your camera. Great for managers.

Click to learn more

ON-DEMAND HOW-TO TRAINING

You will learn HOW TO in these on-demand videolessons all around your schedule. Work with youron-screen instructor, perform exercises, downloadmaterials. Its everything you need.

Click to learn more

LIVE COACHING & SUPPORT

Each course includes monthly coaching tomaximize your training experience and ensuresuccessful application of the tools. Personalcoaching both remote and on-site are available.

Click to learn more

Its a Complete TrainingSystem

The perfect blend of Efficiency &Effectiveness. Utilizing the latest, advancedtechnologies this powerful combination ofLive and On-Demand training engages theuser, builds relationships and when coupledwith products and services ofFlexibleDeployment, ensures site-owned changemanagement.

FLEXIBLE ON-SITE DEPLOYMENT

LIVE OVERVIEW SESSIONS


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LIVE OVERVIEW SESSIONS

LIVE, remote awareness sessions

Ideal for site leadership

Concierge scheduling

Multiple site participation HQ Video feed of your instructor

Phone bridge or VOIP connections

Live interactivity

Polling, quizzes, file transfer

Post Q/A Session

Activate your webcam

Recorded for review


lick to preview

ON-DEMAND HOW-TO TRAINING
http://reliabilityu.acrobat.com/p35869859/http://reliabilityu.acrobat.com/p35869859/


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ON DEMAND HOW TO TRAINING

On-Demand available 7/24

Professionally produced

Incorporates e-learning best practices

Chapter-based learning

SCORM / AICC Certified

Cutting edge user engagement

On-screen Virtual Instructor

Materials / file transfer

Quizzes and testing Full system reporting

Hosted or installed in your LMS


Click to preview session

lick to preview

http://reliabilityu.articulate-online.com/8207466541http://reliabilityu.articulate-online.com/8207466541


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Scheduled live remote coaching

Questions portal Full client participation

Support materials

Concierge scheduling

Multiple site participation

HQ Video feed of your instructor Phone bridge or VOIP connections

Activate you camera and voice line

Options

Private sessions

On-site coaching available


On-Line CoachingOn-Line Coaching

Corporate Branding


70/75

Co po a e a d g


PMOptimization Blended Learning Approach


71/75

Client Core Team

LAI / Site Team

ReliabilityU (LAI)

LAI

PMOptimization Blended Learning Approach


Site preparation meeting & kit (Remote)

PMOptimization Boot Camp

On-Demand PMO tactical training

Live remote coaching

LAIReliability Fusion live training sessions

Phased ImplementationPhased Implementation Involved PartiesInvolved Parties

LAI / Core TeamLive PMO Awareness Session (Remote) day

1 hour

4 days

As needed

Core Team/ Site Team /LAI

Site support process and open issuesmeeting

day

Core Team / LAISustainability Audits

RWP Blended Learning Approach


72/75

Core Team

Core Team / LAI

Core Team

Core Team/ LAI / SiteTeam

LAI / Site Team

ReliabilityU (LAI)

LAI

Core Team

RWP Blended Learning Approach


Site Kick-off session

RWP Simulation w site

Site assessment

Site strategy customization

On-Site systems implementation

On-Demand RWP tactical training

Live remote coaching

Value-Stream maintenance mapping

Core Team/ LAISustainability Audits

Phased ImplementationPhased Implementation Involved PartiesInvolved Parties

Core TeamRisk Assessment 3 days

3 days

3 days

3 weeks

As needed

On-Demand RWP Training


73/75

g

Training of choice (gain or maintain site participation)

Comprehensive systems training

Fully accessible 24/7

Chapter-based learning

SCORM / AICC Certified

SMRP CMRP Accredited

Sustainability tool

Speed of delivery

Increased site penetration

Increased MRG capacity

Marketing tool (latest technology)


Microsoft Office

Excel 97-2003 Worksheet

Concerns / Challenges
http://reliabilityu.articulate-online.com/p/8207453304/player.htmlhttp://reliabilityu.articulate-online.com/p/8207453304/player.html


74/75

g

Maintain or exceed current RWP effectiveness

Increase site demand for MRG direction/tools Current limiting factors

High perceived cost

Large internal site commitment (T&M)

10 month duration to obtain benefits

Deployment method perceived as inflexible

Sites are deploying internally


Additional RWP Deployment Features


75/75

p y

Live awareness sessions monthly

Support implementation: Site-based project management (project insight)

Standardized base deployment plan

Milestones, deliverables

Tracking, reporting from the center (web-based)

Monthly remote coaching sessions

Optional / need based on site coaching

MRG support

Community of best-practice sharing

pmoptimization relationship venn diagram (2)

Documents