tmei services and case studies-references 01232010

Services - Case Studies - References

The Maintenance Excellence InstituteJan. 23, 2010

Summary: Why Clients Select The Maintenance Excellence Institute ?

The Maintenance Excellence Institute views the initial client interactions as the formation of a long-term alliance. Our success is contingent upon the success of each of our valued clients. Our Alliance Members form the skills base for serving you with today’s most comprehensive and cost effective support for total maintenance and MRO

Alliances

Our breadth of experience allows us to understand your overall operation, your total maintenance and storeroom operation; combining this into an overall solution for total operations success. Our geographical distance apart is not a limitation in today’s electronic world to provide for term cost effective implementation support.

materials management improvement.

Total Operations

Success world to provide for term cost effective implementation support.

We work for your validated results, not just deliverables or a report. The engagement whether large or small is not successful until the solutions are implemented and validated. Three important deliverables validate results for every client; a Scoreboard for Maintenance Excellence, a CMMS Benchmarking System plus The Reliable Maintenance Excellence I d t th h fl l l

Validated Results

Index at the shop floor level.

We will only be successful when we work as a team with each client, collaborating and sharing expertise and working side-by-side with cooperation and commitment. Our client’s team will bring an in-depth understanding of its operation. We will bring our proven methodology, valuable lessons learned and years of expertise in Maintenance Excellence

Collaboration, Cooperation,

Services, Operational Services and Training for Maintenance Excellence.The Maintenance Excellence Institute believes in the basics, simplicity and innovation toward profit-centered and customer-centered maintenance. We will view your operation and maintenance business as if it was our own. We never recommend solutions that are not cost-justified and without measurable results. The goal is to help you achieve and implement your overall business goals for profit optimization while gaining maximum

Commitment

Profit and

2

implement your overall business goals for profit optimization while gaining maximum value from your current maintenance operation.

We guarantee at least at 10 to 1 return on your investment when using our services and implementing our action plans.

Customer-Centered

Past Scoreboard Assessments & Support • Anderson Packaging IL• Atomic Energy Canada Ltd (2 sites)

Ai C b t C d (3 Ai B )

• Cooper Tools/Cooper Industries(9 plants)

• Air Combat Command (3 Air Bases)• Boeing Commercial Airplane Group (55

sites)• BP Texas City Refinery TX Facilities

• Dominion Terminal Associates-VA• DIMON International-NC & VA-4 sites • Ford Motor (Canada)

General Foods NYBP Texas City Refinery TX Facilities• Braun Medical-PA• Bucyrus International-WI• BP Texas City Refinery-TX

• General Foods-NY• GlaxoSmithKline-NC• Goldkist• Great River Energy-NDy y

• Carolinas Medical Center-NC• Cascade Engineering-MI (4 sites)• Caterpillar (IL)

Great River Energy ND• Heinz USA-OH• Lucent Technologies-NE (2 sites)• Marathon Oil -LA, IL,MI and TX (4 sites)

• Big Lots Distribution Centers-OH, CA, AL, PA (4 sites)

• Consolidated Thermoplastics (3 sites)

, , ( )• The Marmaxx Group-NE• National Defense-PA

Green = Food ProcessingRed = Pharmaceutical

Past Scoreboard Assessments & Support • Purolator-NC• Rocketdyne Propulsion-CA (Div of

Boeing)

• The Werner Company-PA, IL and AL (3 sites)

• Wyeth Ayerst VA (3 sites in U S )Boeing)• Rockwell International-WI• Rohm & Haas-TX• SIDERAR (8 Steel Mills-Argentina)

• Wyeth-Ayerst -VA (3 sites in U.S.)• Wyeth Medica (Ireland)• Weyerhaeuser-WA• NC Department of Transportation (15

• University of NC-CH Facilities Services Div (6 work units)

• University of NC-CH Building Services Pride in Maintenance Sessions

NC Department of Transportation (15 Division level shops; 100 county shops

• National Gypsum-NY, GA and AL (3 sites)Pride in Maintenance Sessions

• EMCOR- VIOX Facilities Services-OH (Contract Maintenance Provider)

• NYCOMED (Puerto Rico)• Polaroid Corporation-MA• Pratt & Whitney (Canada)

Red = Pharmaceutical

Selected References

815 484 8920Tim Brown VP ofAnderson Packaging Inc

TelephoneContactReference

815.484.8920Tim Brown VP of Maintenance & Industrial Engineering

Anderson Packaging Inc, Rockford, IL

Steve CopelandUniversity of North Carolina919.962.4633

Steve CopelandDirector

University of North Carolina Facilities Services DivisionChapel Hill, NCThe Werner Company Trevor Hartland

Gary Miller

The Werner CompanyGreenville, PA

Trevor HartlandEngineering Manager 724.588.2000

Consolidated Stores/BigLotsRancho Cucamonga, CA

Gary MillerMaintenance Manager 909.899.4408

Our Three Areas of Service

Maintenance Excellence ServicesMaintenance Excellence Services

Training for Maintenance Excellence

Operational Services

The Maintenance Excellence Institute

Maintenance Excellence ServicesImportant First Steps: Typically, our very first step with each client begins with a Scoreboard for Maintenance Excellence assessment to “determine where you are” with opportunities for improvement. We also define your current strengths Results from today’s most comprehensive assessmentcurrent strengths. Results from today s most comprehensive assessment process clearly defines strengths, opportunities and potential gained value. From these important first steps we then help clients implement and successfully apply today’s best practices for maintenance excellence in order to:to:

Implement Preventive and Predictive Maintenance TechnologyAchieve Effective Planning and Scheduling Improve Maintenance Storeroom OperationsDevelop Improved MRO Materials Managementp p gGo Beyond RCM and TPM with Continuous Reliability Improvement (CRI) Maximize Asset Uptime and Overall Equipment Effectiveness (OEE)Increase Craft Wrench Time and Overall Craft Effectiveness (OCE) Achieve Benefits from Effective Craft Skills Development Develop Operator Based Maintenance for PRIDE in OwnershipDevelop Operator-Based Maintenance for PRIDE in OwnershipSelect and Implement Effective CMMS/EAMImplement Profit-Centered Maintenance Performance MeasurementProvide Critical Asset Performance FacilitationEvaluate and Improve Contracted Maintenance Services


Conduct Facility Condition Assessments and Critical Asset Condition AssessmentsPerform Energy Management, Security and Regulatory Compliance Audits


Changes in Attitudes: Our third area of service is Training for Maintenance Excellence, a very essential element of our proven approach. Our suite of over 20 course offerings focus upon creating organizationalsuite of over 20 course offerings focus upon creating organizational awareness and an internal understanding that maintenance must be managed and led as a profit center. Successful implementation of today’s best practices requires changes in philosophies, attitudes and the application of technical knowledge.

Training for Maintenance Excellence: course offerings canid bl i j if i i d ll Thprovide a measurable return on investment to justify your training dollars. The

most beneficial part is that Training for Maintenance Excellence “is not overwhen it’s over”.Following completion of each session, whether as an in-house presentation org p , pa public session, there is a personalized follow-up scheduled for eachparticipant.Personal follow-up and one on one coaching is available to help you applywhat you have learned. Course topics and content descriptions are available


y p pfor download at our Web Site at www.PRIDE-in-Maintenance.com.

Operational Services

We Help Manage and Lead:We also provide highly qualified, temporary resources to manage and lead maintenance operations for a short duration, transitional period of time. We provide effective leadership to implement your

i i l i l i l hil istrategic, tactical or operational improvement plans while in a temporary engineering services role. Operational Services are affordable and provide grass roots support to successful implementation of today’s best maintenance practices. Our p y pcapabilities for Operational Services include:

Managing/Leading Your Total Maintenance Operation as Manager/SupervisorServing as Your Chief Maintenance Officer (CMO) for Large Multiple Site OperationsProviding Interim Staff Planner/SchedulersProviding Interim Staff Planner/Schedulers Managing Storeroom Operations & Providing Support for Storeroom ModernizationManaging/Developing Effective MRO Materials Management and Procurement Developing & Leading Your Craft Skills Development Program to Build Craft Skills P f i C iti l A t P f F ilit tiPerforming Critical Asset Performance Facilitation Performing Facility Condition AssessmentsPerforming Turn Key Preventive/Predictive Maintenance Program DevelopmentLeading Your Continuous Reliability Improvement Team Processes as


Facilitator/Coach of Leadership Driven, Self-Managed Teams

Maintenance Best Practice QualificationsOne Primary Purpose: Our single purpose is improving maintenance to support total operations success. Improving shop level maintenance processes maintenance management and leadership ofmaintenance processes, maintenance management and leadership of maintenance operations is an important service, now and in the future because Maintenance is Forever.

Proven Capabilities: The Maintenance Excellence Institute has pproven capabilities for a complete range of services for Continuous Reliability Improvement of total maintenance and MRO materials management operations. We support both the public and private sectors for:

Manufacturing plant operationsFacilities management operations in public and private sectors:• Healthcare facilities and large hospital complexes• Educational system facilities at all levels• Educational system facilities at all levels • Property management operations, large and small

Continuous processing operationsPower generation, transmission and distribution


gFleet maintenance operations in public and private sectorsGolf course and landscape/turf grass maintenance operations

Maintenance Best Practice QualificationsA Recognized Authority Worldwide: Books, E-Books, Articles, Speeches, Workshops and New Tools:

New Book Maintenance Benchmarking and Best Practices from McGraw-HillMaximizing Maintenance Operations for Profit-Optimization: A free E-Book at EBookomatic.comMaximizing the Value of Facilities Management Operations: A free E-Book at EBookomatic.comThe Scoreboard for Maintenance E cellenceThe Scoreboard for Maintenance ExcellenceThe Scoreboard for Facilities Management ExcellenceThe Scoreboard for Fleet Management ExcellenceThe CMMS Benchmarking System Overall Craft Effectiveness (OCE)Continuous Reliability Improvement The ACE Team Benchmarking System

Training for Maintenance Excellence: Over 0 offerings presented by some of today’s top maintenance professionals to include:

Ad M i t P ti & B h ki f R li bilit d M i tAdvance Maintenance Practices & Benchmarking for Reliability and Maintenance ExcellenceEffective Maintenance Planning, Estimating and SchedulingImplementing Effective Preventive & Predictive Maintenance ProgramsMa imi ing the Val e of Contracted Maintenance Ser ices


Maximizing the Value of Contracted Maintenance ServicesModernizing Your Maintenance StoreroomsMaximizing the Value of Your CMMS …….. and many more

Validation of Your Results


Maintenance Excellence Case Studies


Case Study:University of North Carolina, Facilities Services Division

The Facilities Services Division for the University of North Carolina-Chapel Hill (UNCFSD)provides the facilities management operations for North Carolina’s largest university campus with staffing of over 1000 personnel from housekeeping, architectural design, construction/renovation, landscaping, f iliti i t d MRO i t tfacilities maintenance and MRO inventory management. UNCFSD purchased a Facilities Maintenance Management System (FMMS) in 1998 and uses CMMS for plant maintenance within it’s Co-Generation plant maintenance operation. CMMS has served well over the past years since Co-Generation plant construction in the early 1990’s. From the facilities side there were opportunities to improve the MRO supply chain processes particularly withfacilities side, there were opportunities to improve the MRO supply chain processes, particularly with regard to warehousing operations, inventory management and purchasing modules for maintenance and construction materials. UNCFSD determined that it was time to evaluate how well their over facilities management operations was working and what new technologies with regard to a FMMS systems and MROoperations was working and what new technologies with regard to a FMMS systems and MRO supply chain could take it into the 21st century. More demands for services were imminent with recent passage of a $3.1 Education Bond Issue for construction for the overall UNC system of 16 campuses plus community colleges. The following engineering activities were provided:

Completed a comprehensive supply chain and maintenance needs analysis. This included interviews with approximately 100 personnel at all levels of the organization to determine how MRO materials management and the FMMS was performing for the entire organization. This included both hourly and salaried positions.Documented work flows and all systems that interfaced with the current FMMS and determined


Documented work flows and all systems that interfaced with the current FMMS and determined with an economic analysis to see if the present system could be modified or upgraded to answer future needs.

Case StudyUniversity of North Carolina, Facilities Services Division (Continued)

The following facilities engineering services were provided: (continued)Developed recommended MRO supply chain and maintenance best practices to provide the foundation for achieving over $3,000,000 in direct savings and gained value.g , , g gDetermined with an economic analysis to see if the present FMMS system could be modified or upgraded to answer future needs for a rapidly changing maintenance environment.Provided a clear course for UNCFSD to pursue strategic, tactical and immediate operational improvements. Key areas included;

Plan for new organizational function to provide a central function for MRO materials management, shop level and construction planning function and improved procurement processes.

Plan of action for developing complete control and visibility of MRO inventories, modernization of off campus storage areas creation of an on campus storage area andmodernization of off campus storage areas, creation of an on campus storage area and establishment of shop level storage sites.

Plan for upgrading existing FMMS with functionalities for more effective MRO materials management and planning.

Complete position description job rating guide and procedures for establishing shop levelComplete position description, job rating guide and procedures for establishing shop level planning positions

Standard operating procedures for a UNCFSD Facilities Management Excellence Index to measure direct savings and gained value of all operational improvement initiatives.

Provided guidelines for continuous measurement of strategic best practice improvement


g gvia The Scoreboard for Facilities Management Excellence and The FMMS Benchmarking System

Case StudyRockwell International (now AMERITOR)

The Rockwell International (Rockwell) site in Wisconsin manufactures large transmissions and axle assemblies for heavy construction and transportation equipment. Rockwell’s maintenance program was in desperate need of effective storeroom operations, work management, p g p p , g ,PM execution and lack of even basic CMMS functionality was creating a serious challenge for effective plant operations throughput. Effective maintenance management was a serious missing link. To get immediate help before catastrophic failures, Rockwell engaged Advanced Technology Services Inc (ATS) to manage maintenance, improve/operate the storeroom, establish CMMS and to provide a maintenance planner via contracted services. This project was a partnering effort between MEI staff and ATS to help Rockwell implement essential best practices within this highly unionized environment. ATS determined that it was necessary get basic practices in place so that their contract services could perform. More demands for equipment reliability, increase uptime, better quality from precision machining centers, regulatory compliance and better service from existing craft resources made the topic of achievingregulatory compliance, and better service from existing craft resources made the topic of achieving maintenance excellence a business survival opportunity. The following engineering services to support the Rockwell manufacturing plant were provided:

Completed review of existing asset database on legacy system, prepared and migrated asset data to CMMSCMMS.Developed modernization plan for storeroom, purged old parts from existing storeroom and developed parts database for CMMS after complete inventory of “good parts”.Relocated storeroom to new location in center of plant and established effective parts serviceAnalyzed the best maintenance practices to provide the foundation for CMMS


Analyzed the best maintenance practices to provide the foundation for CMMSSupported start up of contract planner position, new storeroom attendants and measurement process for Continuous Reliability Improvement

Case StudyBoeing Commercial Airplanes Group

The Boeing Commercial Airplanes Group (BCAG) is a division of The Boeing Company, the world’s largest manufacturer of commercial jetliners and military aircraft and the largest NASA contractor. As the largest producer of commercial jetliners, BCAG operates four strategic manufacturing centers in Washington as well as locations in Wichita, Kansas and Long Beach, California. Th F iliti A t M t O i ti (FAMO) l t d i S ttl h t li d ibilit dThe Facilities Asset Management Organization (FAMO) located in Seattle has centralized responsibility and technical leadership of facilities management and maintenance operations in all regions. Through their Advanced Maintenance Process (AMaP), FAMO was implementing a progressive and comprehensive five-year maintenance excellence initiative throughout BCAG and pursuing the implementation of world-class maintenance practices. pFAMO leaders were very committed to improving, standardizing and supporting corporate-wide maintenance best practices and having a system in place to measure results. After introducing the AMaP program at BCAG, FAMO leaders needed a method to benchmark results, measure benefits, identify obstacles to progress, and determine improvements needed to make AMaP more effective. FAMO needed to review the best practice elements of their AMaP program and to develop a Boeing Scoreboard for Facilities Maintenance Excellence. In turn, the internal benchmarking guide that evolved would be used to provide an objective evaluation of AMaP progress at each region down to group (maintenance manager) and team first line supervisor) levels.Part of the solution included using The Scoreboard for Facilities Management Excellence as the baseline guidePart of the solution included using The Scoreboard for Facilities Management Excellence as the baseline guide and working with the FAMO team to determine the key AMaP evaluation criteria to be added. The Boeing Scoreboard for Facilities Management Excellence was developed &define the BCAG maintenance excellence strategy, providing evaluation criteria to measure implementation progress at all levels in FAMO. A craft survey was developed and conducted with over 3000 members of the craft work force.


Case StudyBoeing Commercial Airplanes Group (continued)

Results from this project included:Boeing Scoreboard for Facilities Maintenance Excellence developed

– Developed plan of action for assessments in all regions (over 50 site operations)– Developed survey for crafts, planners, and customers of maintenance (technical work force over 3,000)

B i S b d f F iliti M i t E ll t d t d i ll iBoeing Scoreboard for Facilities Maintenance Excellence assessment conducted in all regions:– Developed ratings and specific improvement opportunities for group leaders and team leaders– Identified various sites as centers of excellence for sharing of best practices– Completed survey and compiled results from crafts, planners, and customers

FAMO operation evaluated with The Scoreboard for Facilities Management Excellence as baseline guidep g gImprovement to existing planning and scheduling process developedImprovements to corporate-wide performance measurement process recommended

As a result of this project FAMO had well-defined strategy for maintenance excellence and support plan for implementation. Italso had a process established to measure implementation progress and ROI. Key results included:

Recommended enhancements to AMaP best practices and FAMO operations identified with potential savings of over threeRecommended enhancements to AMaP best practices and FAMO operations identified with potential savings of over threetimes the cost for implementationClearly defined a maintenance excellence strategy for the Boeing Scoreboard for Facilities Management ExcellenceEstablished a current evaluation of AMaP progress in each regionConducted an overall evaluation of FAMO operationsRefined maintenance performance measurement process and readied a Facilities Management Excellence Index forimplementationPut into place a world-class CMMS and standard best practices for implementation at all sitesDeveloped a method for greater accountability and productivity of all craft labor and material resourcesRenewed the focus on effective planning and scheduling processes


Renewed the focus on effective planning and scheduling processes

Case StudySiderar SAIC

Siderar SAIC is the largest steel company in Argentina with a production level of over two million tons per year. Siderar operates seven plants within the province of Buenos Aires. It is a fully-integrated producer that uses iron ore and coal as raw materials to produce coke, pig iron, and steel to manufacture hot and cold rolled sheet and coated products. Siderar wanted to upgrade their in-house developed Computerized Maintenance Management System (CMMS), consider the use of SAP-R/3 or implement another CMMS system-CMMS throughout its seven plants. They also wanted to improve corporate-wide maintenance best practices, have a system in place to measure results and ensure that the functionality of a new CMMS would fully support their maintenance improvementresults, and ensure that the functionality of a new CMMS would fully support their maintenance improvement efforts. Siderar SAIC needed a review of their total maintenance operation at all seven plants and to define recommended best practices and functional requirements for a world-class CMMS. Working with the Siderar team, a solution was developed that included a Scoreboard for Facilities Management Excellence assessment and specific recommendations for improvements at all plants, the definition of functional requirements for a future CMMS, and a recommended performance measurement process.Results over the course of the project include:

Developed functional requirements for a corporate-wide CMMS– Established method to evaluate vendors and developed short listEstablished method to evaluate vendors and developed short list– Evaluated SAP-R/3 plant maintenance and procurement module and ROI– Evaluated CMMS and ROI as the option to SAP’s Plant Maintenance module

Established a recommended Siderar CMMS strategy– Recommended CMMS vendor: CMMS


– Established CMMS implementation plan and a Siderar CMMS Benchmarking System to measureprogress

Case StudySiderar SAIC (continued)

Conducted benchmark assessment at the seven Siderar plants– Developed a Scoreboard for Facilities Management Excellence rating for each– Defined specific improvement opportunities of over $4 million

Developed improvement to existing planning and scheduling process– Introduced work measurement techniques– Developed measurement of planning effectiveness

Defined improved preventive/predictive maintenance (PM/PdM) opportunities– Revised and upgraded PM/PdM procedures– Increased compliance to PM/PdM schedules

Defined need for improved storeroom and shop operations– Developed need for strategic storeroom master planning– Implemented new storeroom procedures– Improved inventory control and accuracy

Developed a corporate-wide performance measurement process– Established performance goal for each metric

D t d th ith itt t d d d– Documented the process with written standard procedures– Established the Siderar Facilities Management Excellence Index (MEI)

Siderar SAIC was able to develop the best approach to CMMS and achieve their corporate-widemaintenance goals with a method to measure results. Key outcomes included:

Best practices with potential savings of over $4 million identified for implementation


Best practices with potential savings of over $4 million identified for implementationA corporate-wide CMMS strategy developed to integrate a best-of-breed CMMS with SAP-R/3 financials

Case StudySiderar SAIC (continued)

A Siderar CMMS Benchmarking System in place to measure CMMS implementationprogressAn overall maintenance excellence strategy with strategic, tactical and operational actionsestablished as a result of the total maintenance operations assessmentMaintenance performance measurement process establishedA world-class CMMS and standard best practices in place for implementation at all sevenplantspA method for greater accountability and productivity of all craft labor and material resourcesA Siderar Scoreboard for Facilities Management Excellence established to periodicallyevaluate overall maintenance excellence progress at each of the seven plants


Case StudyNC Dept. of Transportation, Div. of Highways’ Equipment Unit

The NC DOT directs, plans, constructs, maintains and operates the second largest state-maintained transportation system in the nation. The Equipment Unit maintains a fleet of over 20,000 pieces of equipment for highway repair and construction via a central depot operation and over 100 field shops. Due to the scope of NC’s transportation system and growth of overall highway maintenance requirements, p p y g g y q ,continuous improvement of fleet management was identified as being essential to the NCDOH mission. A comprehensive Equipment Management System and other improvements were needed to support this extensive fleet operation where annual replacements alone ranged from 20 to $40 million per year. The Equipment Management System which was implemented statewide over a 2 year period provided the following:

A computerized system for equipment inventory, parts inventory, repair history, work control, planning/scheduling, performance reporting and more effective preventive maintenanceA comprehensive statewide renewal of the PM program that included operator level PM tasksE i t S i Pl 50 l l t d t i d d i t ll d i l t d h f i / j iEquipment Services Planners; over 50 planners selected, trained and installed in selected shops for minor/major repair and PM scheduling, providing estimated repair time, shop schedules, parts coordination and increased customer service to field operationsImproved PM effectiveness that increased equipment uptime, increased equipment life and reduced annual equipment repair costs by over $5,000,000 per yearImproved parts service and overall management in central warehouse and at shop sites with a net reduction of over $2,000,000 per year in parts inventory costsImproved planning and customer service to field operations with increased craft wrench time valued at over $3,000,000 per year Increased time for service to outside agencies resulting in new revenue of over $1 500 000 per year


Increased time for service to outside agencies resulting in new revenue of over $1,500,000 per year A pioneering effort for fleet management, viewed by numerous agencies from US and around the World

Case StudyConsolidated Stores/BigLots Inc.

Consolidated Stores Corporation which is now BigLots Inc. is one of America’s leading value-specialty retailers. Their Closeout Division operates 1,230 stores in 43 states, doing business as Odd Lots, Big Lots, Mac Frugel’s, and Pic’ ‘N’ Save. Their Toy Division consists of 1,320 toy stores in all 50 states, Puerto Rico and Guam for KB Toys, KB Toy Works, KB Toy Outlet, and KB Toy Express. Consolidated Stores wanted to establish standard maintenance best practices and significantly improve maintenance operations in all of its four distribution centers (DCs) —totaling over seven million square feet. They also wanted to have these company-wide maintenance best practices available for use in new and future DCs.Consolidated Stores desired to conduct a Scoreboard for Facilities Management Excellence assessment at two pilot DCs to determine a recommended strategy at all DCs in the futureDCs to determine a recommended strategy at all DCs in the future. Results from the assessments indicated the need for an improved Computerized Maintenance Management System (CMMS), better preventive maintenance (PM), improved planning between DC operations and maintenance, improved storeroom operations, improved shop and storeroom facilities, and the need for a method to measure maintenance performance and service. A Consolidated Stores Maintenance Excellence Strategy Team was chartered to provide direction and support to implementation of the recommendations and to define a common measurement process to validate projected savings.A combined team effort with all levels of Consolidated staff significantly contributed to a true Consolidated Stores solution. Results over the initial 12 months of the project included:Results over the initial 12 months of the project included:

Conducted final selection and implementation of a new CMMS at four DCs– Established system on central server for exclusive use by maintenance DC sites– Trained crafts people and DC operations personnel in PRIDE in Maintenance topics

E t bli h d CMMS B h ki S t t i f ll tili ti


– Established CMMS Benchmarking System to gain full utilization

Case StudyConsolidated Stores/BigLots Inc. (continued)

Implemented a planning and scheduling process at each DC– Developed corporate-wide planner position description/grade– Selected and trained one planner and backup per DC in Effective Maintenance Planning and Scheduling– Supported planners with shop level training

Measured planning performance– Measured planning performanceInitiated improved Preventive Maintenance

– Revised and upgraded PM procedures at all sites– Improved support from DC operations staff

Improved storeroom and shop operations– Developed strategic storeroom master plan

I d i t t l d ith b d li ti– Improved inventory control and accuracy with bar code applications– Established modernized central shop and central storeroom at Columbus,OH DC– Established new storeroom at Montgomery, AL DC

Established written standard operating procedures for use at all sites– Work order and work control– Planning and scheduling– Storeroom operations and parts procurement

Implemented corporate-wide performance measurement process– Consensus on corporate-wide metrics (13)– Performance goal for each metric established– Facilities Management Excellence Index (MEI) established for each DC

Summary: Corporate-wide goals and measurable results achieved as follows: 1. Development/implementation of a corporate-wide strategic maintenance excellence plan 2. Common CMMS and standard best practices in place and ready to apply at future DCs 3. Greater accountability and productivity of all craft labor and material resources 4. A new DC quickly brought online with effective maintenance practices


q y g p5. A renewed focus on PM and planning coordination with DC operations 6. Storeroom modernization and improvement and measurable results 2 times original projections

Case StudyMarathon Oil Company

Marathon Oil Company (Marathon) has four major refineries for gasoline and oil products in four states and a corporate office in Findlay, Ohio. Marathon purchased a Computerized Maintenance Management System (CMMS) in 1987 and is now operated from a network in Findlay, Ohio. This system has served Marathon well over the past nine years,operated from a network in Findlay, Ohio. This system has served Marathon well over the past nine years, particularly with regard to the warehousing and purchasing modules for maintenance control. Marathon determined that it was time to evaluate how well this system was working and what new technologies with regard to a CMMS system could take it into the 21st century. More demands for equipment history, regulatory compliance, and real-time cost data had made this topic a top priority for q p y g y p p p p yMarathon. The following engineering services were provided:

Completed a comprehensive needs analysis for four refining sites. This included interviews with approximately 200 personnel at all levels of the organization to determine how the CMMS was pp y p gperforming for the entire organization. This included both hourly and salaried positions.Documented all systems that interfaced with the CMMS for future compatibility.Determined with an economic analysis to see if the present system could be modified or upgraded to answer Marathon’s future needs for a rapidly changing maintenance environment.answer Marathon s future needs for a rapidly changing maintenance environment.Analyzed all CMMS vendors to see what technologies could best fit into Marathon’s future plans. It was determined that reliability was the key for future major cost reductions.Analyzed the best maintenance practices to provide the foundation for a CMMS.P id d l f M th t


Provided a clear course for Marathon to pursue.

Case StudyGoldkist Farms

A Maintenance Excellence Project at Goldkist Farms

Goldkist Farms, a familiar icon for poultry products has always been aware that properly maintaining assets i j i i d Th li bili f i ill fl i lf i h b li i his a major competitive advantage. The reliability of equipment will reflect itself in the bottom line with increased uptime as well as quality consistency. Thus, it was only natural for the company to start a major maintenance upgrade for all facilities. With advanced maintenance practices and with the collaboration of Mark 1045, Inc., a poultry processing specific consulting company, Goldkist was able to reduce the amount of downtime and dramatically improve maintenance operations. Before implementation at each facility, it o do t e a d d a at ca y p o e a te a ce ope at o s e o e p e e tat o at eac ac ty, twas necessary to develop defined processes, controls and techniques for World Class Maintenance Best Practices. This allowed accountability at all levels and standardization of methods, procedures and metrics for all plants.

For example a pocket card for each maintenance technician reported actual equipment downtime allowingFor example, a pocket card for each maintenance technician reported actual equipment downtime, allowing downtime trends to be developed. From this, a root cause analysis method was used to focus on recurring problems. By correcting these problems one at a time, the effect on downtime and thru-put was immediately dramatic and quickly placed the maintenance department in an active instead of the familiar reactive mode. The new techniques were readily accepted at all levels as the rank and file clearly understood their value. The maintenance operation was transformed from a defensive and reactive organization to an aggressive , lean and more valuable team utilizing proven techniques and procedures.

Other techniques such as a week-end planning and scheduling method improved the week-end project and maintenance work These improvements resulted in more time off and reduced overtime for maintenance


maintenance work. These improvements resulted in more time off and reduced overtime for maintenance technicians. In all, there were about twelve key practices that needed to be integrated into the present way of doing business. It took about eight weeks at each plant location to ingrain the new processes.


PROBLEM STATEMENT: Implementation of maintenance practices consistently and expeditiously across multiple plants required support and accountability of the organizations leaders. Because of its reputation as an industry leader, this process presented many challenges. There were plants operating with pockets of excellence and plants that needed major changes and improvements. Some of the challenges were as follows:

Maintenance and organizational cultureOrganization and administrationWork authorization and work controlBudget and cost controlMaintenance planning and schedulingPreventative and predictive maintenanceStrict FDA compliance and high quality standardsM lti l t i t ti d d i tiMultiple systems integration and modernizationTrade skill development

.



SCOPE-OF-WORK:The Project Team developed a methodology to do the project implementation one plant at a time. Before moving to the next plant, all processes had to be in place and working well. An audit was developed to go back and review how things were going after several months working without the consultants. This provided a way to stay on course and utilize refinements that were developed. It provided a path-forward for developing a long-range strategic maintenance plan that was fully integrated into a process that upgraded the use of technology and streamlined the maintenance operation to improve the use of valuable resources. The upgrade of a CMMS can now be done with a new sense of urgency and understanding of how new technology can benefit maintenance operations.

RESULTS:Goldkist was able to improve trade utilization, parts inventory and reallocate resources as a result of this endeavor. Goldkist was able to standardize more meaningful processes and to continue with efforts in preventative maintenance, planning and scheduling and trade

f Gutilization. By improving the basic processes of asset management, Goldkist increased the visibility of maintenance in its organization and enhanced the competitive advantage to make the care of the equipment a key component for the poultry business. The collateral cost savings have been significant and permanent.


.

Details of Our Proven Approach is Included in the New McGraw-Hill

Book By TMEI FounderRalph W. “Pete” Peters

The Maintenance Excellence Institute 6809 Foxfire Place, Suite 100, Raleigh, NC 27615

31

6809 Foxfire Place, Suite 100, Raleigh, NC 276152625 East Beach Drive, Oak Island, North Carolina 28465

Office: 919-270-1173 Direct Cell: 919-280-1253 SKYPE: PRIDEnWorkwww. PRIDE-in-Maintenance. com

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