Delivering an Effective Maintenance Strategy. Paul Adams Maintenance Strategy Manager GlaxoSmithKline

Transcription

1 Delivering an Effective Maintenance Strategy Paul Adams Maintenance Strategy Manager GlaxoSmithKline

2 GSK has a wide and international manufacturing base Putting patients and consumers first 4bn packs of medicines in m doses of vaccines in bn packs of consumer products in 2014 Pharmaceuticals Vaccines Consumer Healthcare 84 Manufacturing facilities in 36 countries in

3 What do we mean by a Maintenance Strategy? High Care Assets Medium Care Assets Low Care Assets Standard Task Instructions Task Frequency Spare Parts Training How do I care for each asset? Business Rationale Control of Money Tools and Resources Planning Foresight Ability to Execute Motivation Training and Capability How do I support the maintenance operation? Maintenance Strategy defined in BS EN 13306:2010 as: The management method used in order to achieve the maintenance objectives Maintenance Objective defined as: Targets assigned and accepted for maintenance activities 3

4 Principle 1 Understand Your Current Maintenance Maturity 4

5 Understand your current Maintenance Maturity Levels of Maturity Best Practices Benefits Preventative Maintenance Basic Predictive Maintenance Connected Predictive Maintenance 3 4 Monitor plant performance in real time. Integrated sources of data Planning optimisation Replacing planned with condition based maintenance. Optimise labour planning Planned Maintenance 2 Rank criticality Define failure modes Improvement cycle Optimise maintenance intervals Breakdown Maintenance 0 1 Capture bad actors Identify spares/tools Optimise maintenance intervals Maturity 5

6 Principle 2 Know Your Current Performance 6

7 Identify where the time and money goes Four Vital Questions... Contribution to lost OEE or Lost Money Downtime? Top Ten Issues? Root Causes? Corrective and Preventative Actions? Reasons for Downtime 7

8 Identify the real root causes of plant failure Poor Quality Spare Parts Technician Error in Fitting Parts Operations Errors or Misuse Skipped Maintenance Over Maintenance Heavy Duty Cycles Equipment at End of its Life 8

9 Principle 3 Deploy The Right Asset Strategy 9

10 Use the most proactive strategy for the asset to reduce long term costs Wider (different) range of interventions necessary to protect the physical assets of the business. How predictable the failure? What is the consequence of the failure? Capability needed to move strategies? Cost of failure versus cost of intervention? Repairs that are done when equipment has already broken. Maintenance Workload Reactive Preventative Predictive Non Maintenance Tasks Regular routines to check and remediate failures. Looks at what is about to fail but has not impacted yet the operation. Present Future 10

11 The path to low cost is through building reliable processes Effectiveness Mechanical Availability, % High Reliability and Low Cost B Undesirable path High Risk Unsustainable Desirable path Tougher Sustainable A Low Reliability and High Cost Efficiency (Cost) Main Cost as % of Asset Replacement Value

12 Principle 4 Involve The Full Team 12

13 A wide team of people each have a role to play in the reliability game Service Engineers COST COMMITMENT Designers Maintainability Spare Parts 65% Planning 85% Concept to Final Design 95% Construction and Testing Operation and Maintenance Design Out Maintenance Support Logistics Operators Inspect Lubricate Clean Tighten LIFESPAN Leaders Equipment Investment Maintenance Technicians Maintenance Execution 13

14 Principle 5 Communicate Maintenance Strategy In The Language Of Economics Not Engineering 14

15 What financial contribution does maintenance make to the operation? Sell more with same invested capital Produce same with less shifts Less Hours to Maintain Less Spare Parts Better Contracts Fines and Penalties Morale Reputation COGS Avoid Safety Incidents Where does maintenance and reliability impact the balance sheet and income statement? Customer Complaints Increased Regulatory Inspections Fines and Penalties Reputation ROCE Return on Capital Employed COGS Cost of Goods Sold 15

16 Diagnostics uncover improvement potential

17 Principle 6 Build Capability 17

18 Using a broad capability model helps guide the improvement planning Map the overall competence of the operation against known best practices. Define 2 to 3 key competence gaps and develop until it shows an improvement in business measures Explicit Plan Needs Resources and Commitment Knowledge Sharing to Sustain

19 Principle 7 Understand The Culture Change 19

20 Promote the Culture Benefits Levels of Maturity Connected Predictive Maintenance Basic Predictive Maintenance 4 Preventative Maintenance 3 Planned Maintenance 2 Breakdown Maintenance 0 1 Maturity REWARDS SHORT TERM SAVINGS OVERTIME HEROES NO SURPRISE COMPETITIVE ADVANTAGE BEST IN CLASS MOTIVATOR MEET BUDGETS QUICK RESPONSE TO FAILURE AVOID FAILURE MAXIMISE TOTAL UPTIME GROWTH BEHAVIOUR DECAYING RESPONDING DISCPLINE LEARNING INNOVATING From Winston Ledets 1999 Modelling Organisational Change, Ledet.

21 Seven Principles Understand Maturity Know your Current Performance Deploy the Right Asset Strategy Communicate Strategy to the Boardroom Involve Team Develop Capability Attend to the Culture Paul Adams Maintenance Strategy Manager, GSK 21

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