Asset Care Management

Transcription

1 Asset Care Management

2 Asset Care Management Your webinar hosts.. Dr. Donna Samuel, Head of Lean Academy, S A Partners LLP Andy Miles, Senior Consultant, S A Partners LLP

3 TPM what is it and why are so many people interested in it? What is TPM? Total Productive Maintenance There are other definitions All TPM approaches focus on how equipment/ assets are managed to create value Most strive for zeros Zero lost time, zero injuries, zero defects Why the interest? It grows the bottom line Provides a mechanism to deliver year-on-year improvements to typical operational KPIs such as quality, cost & delivery

4 The Real Size of the Opportunity Easy to Measure Labour Materials/Spares Outside Services Overheads Low Impact on Profit Changeovers Set up & Adjust Breakdowns Idling & Minor Stoppages Running at Reduced Speed Scrap, Yields Rework Late Delivery Poor Image Start-up Losses Difficult to Measure Ineffective Use of Skills Low Flexibility High Impact on Profit

5 The True Cost of Maintenance is 7/8 Hidden.. Easy to Measure Labour Materials/Spares Outside Services Overheads -say 1m Budget Low Impact on Profit Idling & Minor Stoppages Changeovers Set up & Adjust 50m Sales Running at Reduced Speed Breakdowns 60% OEE Scrap, Yields Rework Difficult to Measure Late Delivery Ineffective Use of Skills Poor Image Low Flexibility Start-up Losses High Impact on Profit

6 You can be very efficient, but totally ineffective!!! DCoM= 1m Sales at 60% OEE= 50m Sales at 72% OEE= 60m 1m additional Margin(10%) (20% real increase in Productive Capacity) ie20% increase in OEE =100% DCoM

7 What sits behind TPM? Typical pillars of TPM The typical pillars of TPM are shown in the model It is a very widely adopted & adapted model

8 Where s the organisation on its TPM journey? Initial Pilot Milestone 1 Introduction Milestone 2 Refine Best Practice & Standardise Milestone 3 Build Capability Milestone 4 Strive for Zero Losses CAPABILITY Trial & Prove the Route Everyone Involved Get the Basics Right Innovation Achieve Spark to Start Vision TIME 3-5 YEARS Which milestone are we at? What are our strengths and weaknesses? Leadership, culture & behaviours, the 8 pillars The answers to the above types of questions will inform your roadmap or deployment plan

9 Feedback Four Cycle - 11 Step Implementation Process A MEASURE CURRENT STATE & IDENTIFY OPPORTUNITY B CONDITION REVIEW (INCL. SAFETY ENERGY, & ENVIRONMENT) C PROBLEM PREVENTION & BEST PRACTICE ROUTINES Review Performance Criteria & History Equipment Criticality Assessment Root cause Analysis & Problem Resolution Measurement & Opportunity analysis of KPIs (incl. OEE) Condition Appraisal & Restoration plan 7 8 Best Practice & Standard Work Assess Hidden Losses/wastes & Set Improvement priorities Develop Future Total Asset Care D FUTURE STATE REALISATION THROUGH A HABIT OF CONTINUOUS IMPROVEMENT Individual & Team Skill Development Leadership & Behaviours Audit & Review Process

10 One size fits all? We re suggesting it doesn t But there are some common building blocks that allow you to tailor your programme to be successful Four Cycle - 11 Step Implementation Process Audit & Kamishibai Processes Four Cycle - 11 Step Implementation Process Audit & Kamishibai Processes Stabilise Milestone 2 Standardise Build capability Milestone 4 Strive for zero Milestone 1 Milestone 3 The Audit & Kamishibai Processes start in Milestone 1

11 So what do you get on the 3 day TPM Course Overview of the 4 milestones And insight into where your organisation is Detailed exploration of the Four Cycle 11 Step Implementation Process Particularly steps 1 to 8 A chance to develop your approach to the under the waterline levers Lots of practical exercises Some are desk exercises Many are on equipment courtesy of the host site Support to create your TPM roadmap and plan There s a follow up support day included in the package

12 Pitfalls & Levers Most see staggering results in the early phases of introducing TPM Many see results stagnate or falter It is not unusual to see find organisations on their 3 rd or 4 th attempt at re-invigorating their TPM programme There are some pitfalls to avoid And some levers to be aware of

13 Pitfalls to avoid Lack of top management commitment Unwillingness to commit resources Avioding deal with the Work Culture Boundaries between jobs Short-termism in a long term game Lack of a suitable reward mechanism Prevention is more difficult to see than firefighting Lack of consistent support

14 Levers to be Aware Of TPM The levers are here

15 The Levers to Achieving Sustained Success Coaching & VoicePrint You can talk in or talk out improvement What you say has a deep and lasting impact It s easier to change what you say than change beliefs and behaviour. And the former will lead to the latter Less blitz more sand Break things down into small steps and practice continuous improvement Align KPIs x-functionally and use strategy deployment to tie them to the top level goals and aims Pillar Champions & Kamishibai Audits

16 The 3 Systems Model - A Way to Think About Culture System of Work System of Thinking & Behaviour System of Improvement System of Work System of Improvement System of Thinking & Behaviour The way the workplace is structured, organised and oriented to satisfy customer requirements at the best value how the work works The way issues and opportunities are surfaced & then resolved and the way in which appropriate metrics drive the right improvement behaviour at the right level and pace The way in which leaders at all levels lead, engage and coach their people to maintain and improve against standards

17 The 3 Systems Model - In the Context of TPM System of Thinking & Behaviour System of Work Planned maintenance schedule & routines, spares policy System of Work System of Improvement System of Improvement OEE Measurement Audit System of Thinking & Behaviour Kamishibai Coaching VoicePrint - Talking in improvement

18 Improvement Opportunity What Kind of Culture Do we Want? A culture that supports continuous improvement? Short term gains made Lost and repeated results due to no sustainability Improvement leveled off and eventually stopped Results could be lost entirely if organizational structure not aligned to support and education level of all employees not increased. Time Source: C. Craycraft, Whirlpool

19 Coach rather than manage

20 What coaching is not Knights in shining armour Dictate Tell Specialists that own and solve problems

21 Kaizen or Continuous Improvement Kaizen Methodology a journey of a 1000 miles begins with a single step kaizen refers to activities that continually improve all functions, and involves all employees from the CEO to the assembly line workers. Wikipedia

22 Big Rocks, Pebbles, Sand Strategic Projects Functional Projects Workstreams supporting strategy Everyone improving the small stuff as part of our day jobs

23 Pillar Champions & Kamishibai Audit & Review Process: Linking KPIs Across Functions and to Strategy DEPARTMENT PLANT MANAGER SM = Shift Manager STL = Shift Team Leader MS = Milestone PARTNERSHIP SM1 SM2 SM3 TOP DOWN Maintainers STL A Job Description to Reflect A 1 STL B STL C To Reflect Site Specific Organisation Improvement Zone/Geographic Area for STL A 2 I.Z B I.Z I.Z GENERIC PILLARS SPECIFIC PILLARS } } Standard 30 Point TPM Review Summ ary and 28 Statements of Perceptions Customised Master Plan for SIte MS1 MS2 MS3 MS4 C Delivery AUDIT - Local IZ - Self Assess - Best of Best BOTTOM UP KPIs Audit Align KPIs Use Audits to measure progress against the milestones Use Pillar Champions and Kamishibai to maintain progress daily

24 Using 3 System Thinking to Deal with the under the waterline issues We use 3 Systems Thinking to surface and resolve the under the waterline issues To deliver more sustainable results The workshop explores 3 Systems Thinking and some of the support tools and techniques to build the right capabilities in your organisation

25 So what do you get on the 3 day TPM Course Overview of the 4 milestones And insight into where your organisation is Detailed exploration of the Four Cycle 11 Step Implementation Process Particularly steps 1 to 8 A chance to develop your approach to the under the waterline levers Lots of practical exercises Some are desk exercises Many are on equipment courtesy of the host site Support to create your TPM roadmap and plan There s a follow up support day included in the package

26 More information The course will run at some time between June and September 2014 Course venue TBD To register your expression of interest in the course, please Donna on:

27 End S A Partners S 22 A Partners May,