Daily Team Maintenance, Planned Maintenance, 5S

Transcription

1 Daily Team, Planned, 5S

2 A Successful Performance System Includes:

3 Milliken Performance System

4 Daily Team and Planned The 4 Phase Process

5 DTM and PM 4-Phase Approach

6 Is This Your Current Situation? Minor stops Breakdowns Safety Yield Morale OEE

7 A dirty work environment is typical Machinery failures are normal Accelerated deterioration and abnormalities are expected Operators run and technicians fix Conventional Thinking

8 % Time % Time Evolution of Key Roles Operator 100 Improvement, Small Repairs 100 Techniques (FMEA, CBM) System Management 50 Daily Inspection Transfer Basic Skills 50 and Tasks Corrective Preventive 0 Basic Operation Operation 0 Breakdown Repairs Breakdown Repairs Care for Equipment Breakdown Elimination

9 Integrated Model Approach Lean Manufacturing Decreased Minor Stops Daily Team Equipment Stability Integrated Model Decreased Breakdowns Planned OEE Increases and Cost Reductions Are Achievable

10 DTM and PM 4-Phase Approach Phase 1: Reduce Breakdowns Phase 2: Lengthen Equipment Life Phase 3: Implement Periodic Phase 4: Predict Equipment Life DTM Steps 1-3 DTM Step 4 DTM Step 5 DTM Steps 6-7 PM Steps 1-2 PM Step 3 PM Step 4 PM Steps 5-6 5S Focused Improvement Continuous Skills Development

11 Daily Team What: DTM Provides operators with the knowledge and skills required to proactively prevent breakdowns and offquality caused by accelerated equipment deterioration and abnormalities. Why: Targets losses due to minor stops, breakdowns, changeover time Who: Cross functional teams of Operators, technicians, maintenance, production leadership Where: Model Equipment first, then all equipment plant wide How: 7-Step process implementation Pillar Steps SAFETY DTM PM DTM Pillar Team Team Leader S 5 Team M M Team FI 5 Lead M Lead CSD 6M Replication M M QM Replication PC Team 1 7Team 2 M M M M EEM 8 M M M M M M CNPD Pillar Steps 10

12 7- Step Implementation Process

13 DTM Improved Our: Equipment eliminated dirt, contamination & deterioration reduced breakdowns & downtime defined standards for optimal equipment conditions People educated operators on the identification & repair of abnormalities increased operator awareness and responsibility, & equipment knowledge freed up technicians to troubleshoot and redesign Culture created an environment of pride, ownership, and responsibility eliminated the barrier between operators and technicians

14 DTM and PM 4-Phase Approach Phase 1: Reduce Breakdowns Phase 2: Lengthen Equipment Life Phase 3: Implement Periodic Phase 4: Predict Equipment Life DTM Steps 1-3 DTM Step 4 DTM Step 5 DTM Steps 6-7 PM Steps 1-2 PM Step 3 PM Step 4 PM Steps 5-6 5S Focused Improvement Continuous Skills Development

15 Planned

16 PM Sub-Pillars DTM Support Lubrication Management Predictive Cost Management Spare Parts Management Team Skills Enhancement Preventive Zero Failure Activities Zero breakdowns Improved reliability Improved maintenance skills and capabilities Reduced maintenance spend

17 PM Improved Our: Process established a predictive and preventative maintenance system & schedule developed metrics around maintenance provided methods to analyze and understand cost Equipment Provided tools to analyze, track, and document machine failures Eliminated root causes Implemented countermeasures to prevent recurrence Associates Provided education for technician (and operators) to raise skills levels Assisted CSD pillar is DTM operator training

18 Roles: Operators vs Before DTM/PM After DTM/PM Operators I run it, you fix it! inability/knowledge to detect and correct abnormal conditions own their machines maintain basic machine conditions: cleaning, tightening, lubricating identify deterioration identify abnormalities before breakdowns work with technicians to make minor repairs participate in root cause analysis develop skills/knowledge: machine function, minor repairs visual inspection, proper operation Technicians fix breakdowns and minor stops when they occur trouble-shoot major problems improve equipment by correcting design weaknesses assist teams in machine restoration and countermeasures provide technical support to operators educate operators to: clean tighten lubricate identify abnormalities identify deterioration

19 5S

20 How is it different? Ensures Associates have: What they need Where they need it When they need it to sustainably eliminate inefficiencies 5S is not just housekeeping!

21 Questions? Jeff Rosenlund Director of Client Engagement Performance Solutions by Milliken