reliability through maintenance planning and scheduling brad simpkins millercoors maintenance...
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Reliability Through Maintenance
Planning and Scheduling
Brad SimpkinsMillerCoors
Maintenance Process Manager
MBAA-Rocky Mountain District MeetingMarch 11, 2009
INTRODUCTION
MAINT. COSTS x100
$0
$500
$1,000
$1,500
$2,000
2000 2001 2002 2003
MAINT. COSTS
RISING MAINTENANCE COSTS
MAXIMIZE RELIABILITY LEVERAGE
RESOURCES TO ACHIEVE MAXIMUM “WRENCH TIME”
FUNDAMENTAL COMPONENTS
PLANNER/ SCHEDULER
FIXED INTERVAL MAINTENANCE WINDOWS
COMPUTERIZED MAINTENANCE SYSTEM
ACCURATE JOB SCOPE AND ESTIMATING
METRICS FOR MAINTENANCE
SPECIFIC PLANNING TASKS
LIMIT RESPONSIBILITY TO TASKS THAT PERTAIN TO RELIABILITY OF DEFINED AREA
THE PLANNER IS NOT : AN ADMINISTRATIVE ASSISTANT (SECRETARY) A SUPERVISOR AN ENGINEER
LIMIT NUMBER OF MEETINGS
DEDICATED RESOURCES
ONE GROUP FOR EMERGENCY AND REACTIVE WORK
BE CERTAIN THAT ROLES ARE CLEARLY DEFINED AND UNDERSTOOD
DEDICATED RESOURCES
ONE GROUP FOR PREVENTIVE AND PREDICTIVE WORK
INSPECTIONS AND PRE PLANS BEFORE THE EMERGENCY OCCURS
NO EMERGENCY TOOLS OR EQUIPMENT
ROLE DEFINITION AND UNDERSTANDING
RESOURCE TEAMWORK
BOTH TEAMS HAVE RESPECTFUL WORKING RELATIONSHIP
MUTUAL UNDERSTANDING OF ULTIMATE GOAL
DEDICATED MAINTENANCE WINDOWS
CONSISTENT AND CLEARLY DEFINED
MUTUALLY AGREED UPON WITH MAINTENANCE AND OPERATIONS
SAME TIME, SAME DAY EACH WEEK WHEN POSSIBLE
MAINT. WINDOWS CONT’D
VITAL TO ADHERE TO MAINTENANCE WINDOW
RISK OF UNSCHEDULED DOWNTIME LATER
STRANDED MAINTENANCE LABOR
RESCHEDULE TOOLING, EQUIPMENT AND CONTRACTORS
MOVING STAGED MATERIALS AND EQUIPMENT
ADDED CO$T$
COMPUTERIZED MAINTENANCE SYSTEM
NEEDS TO BE CONCISE AND DETAILED
CAPABLE OF PRODUCING CLEARLY UNDERSTOOD WORK ORDERS
PRODUCE AND MAINTAIN DETAILED PM INSPECTIONS
COMPUTERIZED MAINTENANCE SYSTEM CONT’D
PARTS / MATERIALS INVENTORY PURCHASING EQUIPMENT DATA & HISTORY COSTS TIME CARDS FRIENDLY FOR DATA ANALYSIS REPORTING
RCM ( RELIABILITY CENTERED MAINTENANCE)
CRITICAL EQUIPMENT LIST WITH FAILURE MODES AND EFFECTS ANALYSIS
PREVENTIVE AND PREDICTIVE TASKS BUILT AND ISSUED AT PROPER FREQUENCY
PvM AND PdM TASKS REVIEWED PERIODICALLY FOR MAXIMUM EFFICIENCY
RCM CONT’D
BOM (BILL OF MATERIAL) IS BUILT AND INSTALLED IN CMMS
MATERIAL MANAGEMENT IS KEY TO HAVING ACCURATE AND COMPLETE BOM
MIN/MAX MATERIAL QUANTITIES SHOULD BE REVIEWED REGULARLY TO MAINTAIN PROPER INVENTORY
WORK ORDER INTEGRITY EACH WORK ORDER MUST CAPTURE INFORMATION REGARDING ALL
ASPECTS OF THE OPERATION PERFORMED. WORK HISTORY FOR EACH PIECE OF EQUIPMENT CAN BE ANALYZED
FOR:
QUICK REFERENCE TO PAST WORK PLANS/ SOLUTIONS
EQUIPMENT BAD ACTORS & REPETITIVE FAILURES
MTTR, MTBF, WOTT, RCFA
COST ANALYSIS FOR VARIOUS PURPOSES
PARTS, LABOR, EQUIP., AND OTHER RESOURCE USAGE
WORK ORDER INTEGRITY CONT’D
DETAILED DESCRIPTION OF WORK NEEDED
CORRECT EQUIPMENT CODE OR DESCRIPTION
DETAILED LOCATION ACCURATE PRIORITY TIME OF FAILURE RESOURCE / SKILLS NEEDS PARTS/MATERIAL NEEDS
WORK ORDER MUST CAPTURE: DETAILS OF ACTUAL WORK
PERFORMED FAILURE CODES AND RCFA TIME EQUIPMENT RESTORED ACTUAL LABOR TIME AND COST MATERIALS AND COST CONTRACT SERVICE
YOU CANNOT PUT TOO MUCH INFO ON A WORK ORDER!
PLANNING & ESTIMATING
WITH DETAILED HISTORY, ACCURATE MAINTENANCE PLANS CAN BE DEVELOPED BY THE PLANNER THAT WILL ACCURATELY ALLOCATE RESOURCES FOR REPETITIVE TASKS
THIS PLAN SHOULD INCLUDE A DETAILED SAFETY PLAN AND ANY NECESSARY PERMITS
ESTIMATING CONT’D
MAINTENANCE PLANS SHOULD BE KEPT ON A DISC OR SEPARATE DRIVE IN THE EVENT OF ELECTRONIC FAILURE
PLANS SHOULD ALSO BE INDEXED AND KEPT ON A SHARED SOURCE FOR ALL ACCESS
METRICS
IMPORTANT TO CHOOSE THE KEY METRICS THAT WILL ENABLE THE BUSINESS TO MOVE FORWARD
THEY PROVIDE A VISION OF WHAT IS HAPPENING
YOU CANNOT EFFECTIVELY MANAGE WHAT YOU CANNOT MEASURE
EXAMPLES OF METRICS
PM/PdM COMPLIANCE ON-TIME COMPLETION WORK ORDER TURN AROUND TIME (WOTT) EQUIPMENT BAD ACTORS PRODUCTION DOWNTIME DUE TO
EQUIPMENT FAILURE WORK ORDER BACKLOG
EXAMPLES OF METRICS CONT’D
MAINTENANCE COSTS
MAINTENANCE COSTS PER UNIT OF PRODUCTION
% PLANNED WORK (PROACTIVE)
PLANNED VS REACTIVE WORK 2008
Total Hours Worked Per Order Type And Rolling Average of Planned Work vs. Reactive Work
Process Operations
0
250
500
750
1000
1250
1500
1750
2000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52
Week
Hours
Worke
d
(Bar G
raph)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
(YTD %
) Plan
ned
Work/T
otal W
ork
(Line
Graph
)
AT OT BT Total Planned Work Total ZCOR's unplanned Total ZBRK's YTD plan YTD react WCO % planned for the w eek
The red (BT), green (OT) & blue (AT) areas represent our target ranges for Planned
Work. Our Goal is to have 60-70% of all work completed to be scheduled before the
week begins.
WCO standards:
80% Planned Work
SUMMARY
DEDICATED RESOURCES
STRUCTURED MAINTENANCE WINDOWS
MAINTENANCE ORGANIZATION CAN ASSURE ITSELF OF INCREASED CRAFT PRODUCTIVITY
INCREASE IN EQUIPMENT RELIABILITY
SUMMARY CONT’D
USING WORK ORDER DETAIL AND HISTORY, THE PLANNER CAN ANALYZE DATA TO DETERMINE MAINTENANCE OPPORTUNITIES AND DEVELOP PROACTIVE STRATEGIES
MEANINGFUL AND ACCURATE METRICS WILL PROVIDE ACCOUNTABILITY AND A GAUGE OF MAINTENANCE PERFORMANCE