predictive maintenance panel international newspaper group 19 september 2007 kansas city, mo joe...
TRANSCRIPT
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Predictive Maintenance Panel
International Newspaper Group19 September 2007
Kansas City, MO
Joe Bowman - ING Chairperson
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Presenters
Al Moses - Reliability EngineerThe Plain Dealer, Cleveland, OH
John Nicoli - Vice PresidentBritton Services Inc., Chicago IL
Keye Daus - Assistant Production DirectorThe Plain Dealer, Cleveland, OH
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The Plain Dealer
CMMS Case Study
International Newspaper Group
19 September 2007
Kansas City, MO
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OverviewWorld Class Maintenance
CMMS is just one part Reactive to Proactive
Culture change required Evolution is gradual Methods need to be conveyed and understood Department needs to be fluid and dynamic
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OverviewBest practices
Clean slate approach Work flows
Understand every transaction Work order MRO/Inventory control Purchasing
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Overview KPI’s
Quantifiable metrics Work order type Scheduled vs. unscheduled PM compliance report
Self Audit Honest evaluation
Identify Changes Required Assign Roles And Responsibilities
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Pre CMMSDepartment StaffWork Order Flow
Radio calls Trouble reports Reactive scheduling Log book No visibility to system
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Pre CMMSEquipment
No central files PM’s tracked by spreadsheet No failure analysis No cost history
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Pre CMMS Inventory
5000 items $2mil valuation 8 storerooms Issues tracked by sign out sheet No integration to equipment Limited database access Manual reorder requisition generated by
cycle counts and stock out reports
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Preparation Audited All Work Flows
Defined what the system required Assigned system roles and responsibilities
Training Specific to function Set up Training system
Multiple Plant Terminal Sites All craft, maintenance and production supervision
access
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Preparation Equipment Hierarchy
Cost centers Naming Convention Component
Inventory Electronic import Min/Max levels
Preventive Maintenance Describe routines Attach frequencies
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BenefitsWork Order
User Access Throughout Facility Visible work order system 25000 Work orders processed Work status – in process - completion Backlog Priorities Assists troubleshooting – search
functionality
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BenefitsPreventive Maintenance
Automatic scheduling based on due dates, date last performed or cycle counts
Delinquency reports Routes
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Benefits
2006 PM = 10% Repair = 90%
Emergency = 65%
2007 PM = 25% Repair = 75%
Emergency = 50%
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BenefitsMaterial Issues And Direct Purchases
Work order acts as business documentPlanning
Problem description Detailed instructions Material and tool requirements Training tool for JA/SOP
KPI’s Work order type
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Benefits Equipment
Complete Work History Problem description Activities Cost Outside services
PM’s Attached To Equipment Frequency Completion
Manuals And Schematics Saved To Database BOM
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Benefits Inventory
Craft Access Improved search functionality Reduction of supervision time required
Min/Max Levels/QOH System generated part number Multiple locations Reduction Of duplications Order reduction
Issues To Work Order Or Department Auto BOM
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Benefits Inventory
Automatic Reorder System Generated Requisition Electronic approval
Purchasing Paperless system System tracks all stock and non-stock purchases Reports Memo entry
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Future Goals and Objectives Work Orders
Introduce failure and cause codes to work orders Root cause analysis training Reduce unscheduled work Shift repair to non production time
Schedule Priority Visible backlog
Planning
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Future Goals and ObjectivesEquipment
Improve uptime Analyze failure rates and MTBF Adjust PM if required Evaluate operating procedures Modifications, upgrade or replacement Force field intiative
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Future Goals and Objectives Inventory
Centralize storeroom Improved control Eliminates need for duplication
Parts staging for scheduled work Reduce need for craft access Reduction of craft data input Reduction of idle inventory
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Future Goals and ObjectivesMaintenance Department
Increase wrench time Establish procedures Improve training and knowledge sharing Create culture of continuous improvement