Maintenance Mapping

1
Maintenance Mapping
Maintenance Mapping
2009
4/22/09
2
Industries working with Fuss ONeill
Manufacturing Solutions LLC
Wood/Paper
Chemical
Freight
Chemical
Sheet Metal
Medical
Nuclear
Plastic forming
Automotive Castings
Nuclear
Aerospace
Bearings
Food
Steel
Consumer film
Office Furniture
Plastic forming
Heat Treat
Office Furniture
Freight
Pharmaceutical
Dairy
Plating
Printing
Battery plants
Automotive Tubes
Shipyard
Printing
Freight
Metal Scrap yards
Freight
Greeting Cards
Aerospace
Automotive
Chemical
Extrusions
Wood Working
Chemical
Tools
Aerospace
Chemical
Plastic forming
3
In the U.S. - 2008

• Equipment productivity

• Over 200 billion spent on
• wasteful maintenance
• related practices.

4
Zero Equipment Stoppages
4 Phases
1. Stabilize Failure Intervals 2. Improve
Equipment Productivity 3. Maintenance
Excellence 4. Predict Equipment Life
5
Zero Equipment Stoppages
Phase 1
Stabilize Failure Intervals
1. Establish Basic Conditions by Cleaning,
Lubricating Tightening - Inspection. 2.
Expose Safety Concerns Through Cleaning/Inspection
3. Expose Abnormalities Restore New
Conditions. 4. Understand Simplify Operating
Conditions and Operate Accordingly. 5.
Eliminate the Environment Causing Accelerated
Deterioration (Control Contamination Source). 6.
Establish Daily Inspection Lubricating
Standards. 7. Initiate and Implement Extensive
Visual Controls. 8. Gather OEE Data Prioritize
Improvements
6
Current State of Manufacturing

• Typical conditions
• Breakdowns occur regularly
• Temporary repairs are the norm
• There is often a run-to-failure mentality
• Constant adjustments interrupt production
• Minor stoppages occur frequently
• Processing speed decreases
• Equipment does not repeat
• Operator training may not be adequate
• No one is accountable for tracking these losses

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(No Transcript)
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Is everything OK under this guard??
9
Can this be a KT Orion common occurrence??
10
6 Week downtime 80,000
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Zero Equipment Stoppages
Phase 2
Improve Equipment Productivity

• Pareto failures by seriousness.
• - Prevent major breakdowns from recurring.
• 2. Correct equipment design weaknesses.
• - Develop countermeasures
• - against contamination
• - make equipment more accessible
• 3. Eliminate the 6 major losses per OEE roadmap.

12
Typical Overall Equipment Effectiveness
Lost Capacity - 60
13
World Class O.E.E. Measurements
The Same Equipment
More Capacity-130
14
Safety
MAINTENANCE COT
Energy COT
Equipment Productivity
Environmental
10 X Leverage Point
Quality
15
In the U.S. - 2008

• Equipment productivity

• Over 200 billion spent on
• wasteful maintenance
• related practices.

16
2003 Department of Commerce
17
Over 180 billion spent on wasteful
maintenance related practices.
What are some of these??

• Waiting at the parts crib
• Looking for parts
• Looking for consumables bolts, nuts, pipe
  fittings, set screws, etc.
• Looking for and getting out maintenance tools
  drills, saws, etc.
• Travel time.
• Making repairs that could have been prevented
  with PM.
• Making repairs that are larger and more costly
  (10X) than earlier
• during a PM.
• Making incorrect repairs.
• Replacing parts that do not need replacing.
• Replacing parts with poor quality (low cost)
  parts.
• Replacing parts with bad (broken) parts, by
  mistake.
• Emergency parts shipment (Fed-ex) costs.
• Maintenance overtime performing emergency
  repairs.
• Switching from one emergency to another.
• Making temporary repairs.
• Lack of maintenance training.
• Poor lubrication basics.
• Poor communication between shifts.

18
Zero Equipment Stoppages
Maintenance Excellence (Quality Maintenance)
Phase 3
1. Evaluate develop Maintenance
Excellence. - Maintenance Mapping (VSM) -
Maintenance 5S - Skills matrix - Skills
training - Control spare parts 2. Develop a
planned maintenance system. - Perform periodic
servicing inspection - Perform condition
based servicing inspection - Establish work
standards - Computerize maintenance
information processing 3. Develop guidelines for
purchasing installing new equipment. -
Maintenance specifications for new equipment -
Procedure for new installations
19
Zero Equipment Stoppages
Maintenance Excellence (Quality Maintenance)
Phase 3
1. Evaluate develop Maintenance
Excellence. - Maintenance Mapping (VSM) -
Maintenance 5S - Skills matrix - Skills
training - Control spare parts 2. Develop a
planned maintenance system. - Perform periodic
servicing inspection - Perform condition
based servicing inspection - Establish work
standards - Computerize maintenance
information processing 3. Develop guidelines for
purchasing installing new equipment. -
Maintenance specifications for new equipment -
Procedure for new installations
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Improve safety and working conditions

• Accidents
• Close calls
• Lost work days
• Workers compensation costs

1
Maximize Overall Equipment Effectiveness
Improve the MTTR (Mean Time to Repair)
Maintenance Excellence Objectives
2
4

• Response time
• Availability of
• - materials
• - tools
• - parts
• Troubleshooting time
• Paperwork time

• Equipment productivity
• Equipment capacity
• Equipment quality

3
Improve regulatory compliance

• ISO
• OSHA
• Calibrations
• PMs

21
Walking Telephone
Production line breakdown
Electronic
Utilization
Maintenance
OEE -
Regular parts shipment
Planned vs unplanned
Emergency air Shipment
per hour down -
Maintenance Management
Office Supv. attend. Skills matrix
W.O. System Failure history
Equip. docum. Manuals, prints, etc.
Maintenance tools hydraulic jacks, bearing
puller, power wash, drills, saws, etc.
Machining area lathes, drill, grinder, arbor
press etc.
Lubrication area Oils, greases, dispensing
Waste area Rags, oil, grease, speedi- dry
Fasteners Plumbing Adhesives
Spare parts Inventory
Repairable spare parts
Parts ordering system
Safety area ladders, slings, lifts, PPE, LOTO
center, etc.
D.T. - V.A. -
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Class Example
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Maintenance Excellence - Maintenance Mapping
Example
We followed 5 maintenance technicians on some
routine trouble calls. Here is a typical example.
Production calls in to the maintenance
supervisor by phone, that Plastic Container Line
B is down. A lube fault light is on.
Maintenance supervisor waits for the next
available electrician (this has happened before).
The Electrician gets out to Line B in 60
minutes. The Electrician needs the Operator to
jog the equipment for him 30 minutes. He then
troubleshoots finds a problem with the lube
fault feed hold relay 30 minutes. He
walks to the crib for a replacement part. Parts
are altogether in a bin. It looks OK so he goes
back to the machine, plugs in the relay, but he
sees the same problem 60 minutes. He goes back
to the crib for another relay, takes two this
time and returns, and installs the next one 30
minutes. The lube fault light is out,
everything looks OK. The Electrician goes back to
the crib, puts back the second relay tells his
supervisor Line B is running 30 minutes.
The Maintenance supervisor calls up the
Production Manager and leaves a message that Line
B is OK to run

• This processing line runs 20 hours per day
• Running _at_ 1,100 fpm it should produce 10,000 lbs
  of product/shift. They average 4,500 lbs/shift
• 20 maintenance jobs out of every 100 are planned
  
• Every minute of stoppage on this line is 100 of
  product lost

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Walking Telephone
Production line breakdown
Current State Maintenance Map
Electronic
Utilization
Maintenance
Regular parts shipment
OEE -
Planned vs unplanned
Emergency air Shipment
per hour down -
Maintenance Management
Office Supv. attend. Skills matrix
W.O. System Failure history
Equip. docum. Manuals, prints, etc.
Maintenance tools hydraulic jacks, bearing
puller, power wash, drills, saws, etc.
Machining area lathes, drill, grinder, arbor
press etc.
Lubrication area Oils, greases, dispensing
Waste area Rags, oil, grease, speedi- dry
Fasteners Plumbing Adhesives
Spare parts Inventory
Repairable spare parts
Parts ordering system
Safety area ladders, slings, lifts, PPE, LOTO
center, etc.
Locate relay
Put relay back Tell Supv. OK
Install relay
Locate 2nd relay
Install 2nd relay
Look for Operator
D.T. - 240 minutes V.A. - 60 minutes
Troubleshoot
30 min
60 min
30 min
60 min
30 min
30 min
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Case Study
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Maintenance Excellence - Maintenance Mapping
Case Study
We followed 10 maintenance technicians on some
routine trouble calls. Here is a typical example.
The Production supervisor walks over to
Maintenance office to report a production line
down. It stopped 5 minutes ago, and he sent the
operator to another line to help out. This
production supervisor doesnt have a clue as to
the problem. This is a critical line 15
minutes. The Maintenance supervisor sends
his best available electronic technician, who
walks out to the equipment 15 minutes.
She troubleshoots for 60 minutes thinks it is a
mechanical problem walks back to tell the
supervisor to get a mechanic out to the line.
A mechanic is pulled off of another job and
gets to the line in 60 minutes. He begins to
trouble- shoot believes the problem is a
failed bearing 60 minutes. He needs a bearing
puller walks back to the main maintenance area
to retrieve one. We follow close behind. He
finally finds one, on the floor, located behind
some nylon slings. He walks back to the downed
line 90 minutes. It only takes him 30
minutes to pull the bearing out of the machine.
He now walks to the parts crib to find a
replacement. Finding no bearings, he fills out a
requisition for a new one. He locates the
supervisor to get his signature, gets to the
parts ordering office they call in the order by
telephone. The bearing is air shipped in gets
to the machine 24 hours later. The mechanic
installs the new bearing starts up the
equipment 150 minutes. He then walks back to
the Maintenance office tells the supervisor
15 minutes, who walks out to the production
supervisor to tell him it is OK to run 15
minutes.

• This equipment is run 2 shifts out of 3 ( 16
  hours)
• Output should be 10,000 pieces per shift they
  average 5,200 per shift
• 1 out of every 10 maintenance jobs is planned
• The company loses 2,000 for each hour the line
  is down

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Walking Telephone
Production line breakdown
Current State Maintenance Map
Electronic
Utilization
Maintenance
Regular parts shipment
OEE -
Planned vs unplanned
Emergency air Shipment
per hour down -
Maintenance Management
Office Supv. attend. Skills matrix
W.O. System Failure history
Equip. docum. Manuals, prints, etc.
Maintenance tools hydraulic jacks, bearing
puller, power wash, drills, saws, etc.
Machining area lathes, drill, grinder, arbor
press etc.
Lubrication area Oils, greases, dispensing
Waste area Rags, oil, grease, speedi- dry
Fasteners Plumbing Adhesives
Spare parts Inventory
Repairable spare parts
Parts ordering system
Safety area ladders, slings, lifts, PPE, LOTO
center, etc.
Get signatures
Call in order
Look for bearing puller
Tell supervisor equipment is repaired
Wrong technician
Look for bearing
Troubleshoot
Replace bearing
Pull bearing
Troubleshoot
60 min
24 hours
30 min
60 min
90 min
30 min
D.T. - 32 hours V.A. - 240 minutes
30 min
60 min
150 min
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Walking Telephone
Production line Office
Potential Future State Maintenance Map
Electronic
Utilization
Maintenance
Planner/Scheduler/ Reliability Engineer
OEE -
E-mail to Production Supv
Planned vs unplanned
Regular parts shipment
per hour down -
Maintenance Management
Office Supv. attend. Skills matrix
W.O. System Failure history
Equip. docum. Manuals, prints, etc.
Maintenance tools hydraulic jacks, bearing
puller, power wash, drills, saws, etc.
Machining area lathes, drill, grinder, arbor
press etc.
Lubrication area Oils, greases, dispensing
Waste area Rags, oil, grease, speedi- dry
Fasteners Plumbing Adhesives
Spare parts Inventory
Repairable spare parts
Parts ordering system
Safety area ladders, slings, lifts, PPE, LOTO
center, etc.
Bearing delivered
Planner orders bearing
Planner opens job estimates
Determine cause of bearing failure
Pulled old bearing installed new
Returned bearing puller
Planner kits parts
180 minutes
D.T. - 3 hours V.A. - 300 minutes
150 min
30 min
45 min
5 min
30 min
10 min
30 min
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Potential Future State Maintenance Map

• This is a critical line. The Reliability
  Engineer chose this bearing, as part of a
  vibration analysis
• Predictive Maintenance route. A quarterly
  vibration analysis check, from a Predictive
  Maintenance
• supplier, showed that this bearing was
  deteriorating.
• The Planner/Scheduler
• estimated the replacement bearing job _at_ 180
  minutes (3 hours) 15 minutes.
• opened a work order (job) 5 minutes.
• ordered the bearing 15 minutes.
• checked the availability of a bearing puller
  10 minutes.
• 4 days later (regular shipping) the bearing
  was delivered. The Planner/Scheduler sent an
  e-mail
• to the Production Supervisor, asking for 180
  minutes (3 hours) of downtime for the required
• bearing replacement 5 minutes.
• The machine was scheduled for Friday from 9AM
  to 12 Noon. The Planner/Scheduler kitted the
• Bearing puller, etc. for Maintenance
  scheduled a mechanic for Friday morning 30
  minutes.
• The mechanic picked up the Planned Maintenance
  Kit _at_ 830AM on Friday and was ready at
• the machine _at_ 9AM. Production had planned a short
  employee meeting and a set up during the

• This equipment is run 2 shifts out of 3 ( 16
  hours)
• Output should be 10,000 pieces per shift they
  average 8,200 per shift
• 7 out of every 10 maintenance jobs is planned
• The company loses 2,000 for each hour the line
  is down

30
Zero Equipment Stoppages
Maintenance Excellence (Quality Maintenance)
Phase 3
1. Evaluate develop Maintenance
Excellence. - Maintenance Mapping (VSM) -
Maintenance 5S - Skills matrix - Skills
training - Control spare parts 2. Develop a
planned maintenance system. - Perform periodic
servicing inspection - Perform condition
based servicing inspection - Establish work
standards - Computerize maintenance
information processing 3. Develop guidelines for
purchasing installing new equipment. -
Maintenance specifications for new equipment -
Procedure for new installations
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5s
The Foundation of all Improvement Activities
o Sort - Eliminate what is not
needed o Straighten - A place for everything
Set in order everything in its
place o Shine - Cleaning/Inspection.
Easy to identify
trouble o Standardize - Maintain monitor o
Sustain - Management support is
absolute! Becomes way of life.
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Discard Unnecessary items
Divide items into two categories
1.
Categorize the Necessary items
SORT
Used
o Rarely o Occasionally o Frequently
Necessary Unnecessary
33
Some of the obsolete equipment!!!
34
Lets sort
35
Point of Use Storage
2.
Determine Location for Needed Items
Identification Lines
Set in Order
Tools or Fixtures
36
Maintenance Storage room, crammed with needed
Items ?
37
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Cleaning is Inspection
Builds Pride in Work Areas
3.
Eliminate Dirt
Shine
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42
Cleaned, repaired, filtered, And we know coolant
is flowing!!
43
Integrate 3 S Duties into Regular Work Schedule
(10 Minutes/Day)
4.
Use Checklists
Standardize
Assign Responsibilities
(Operator PM)
(Schedule)
Check Monitor Inspect
44
Maintenance Stores . 5S
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46
5S
Training
Develop Buy-in From All Workers
Management Committed To 5S
5.
Sustain
Correct Actions Become a Habit
47
Walking Telephone
Production line breakdown
Electronic
Utilization
Maintenance
OEE -
Regular parts shipment
Planned vs unplanned
Emergency air Shipment
per hour down -
Maintenance Management
Office Supv. attend. Skills matrix
W.O. System Failure history
Equip. docum. Manuals, prints, etc.
Maintenance tools hydraulic jacks, bearing
puller, power wash, drills, saws, etc.
Machining area lathes, drill, grinder, arbor
press etc.
Lubrication area Oils, greases, dispensing
Waste area Rags, oil, grease, speedi- dry
Fasteners Plumbing Adhesives
Spare parts Inventory
Repairable spare parts
Parts ordering system
Safety area ladders, slings, lifts, PPE, LOTO
center, etc.
Get signatures
Call in order
Look for bearing puller
Wrong technician
Tell supervisor equipment is repaired
Look for bearing
Troubleshoot
Replace bearing
Pull bearing
Troubleshoot
60 min
24 hours
30 min
60 min
90 min
D.T. - 32 hours V.A. - 240 minutes
30 min
60 min
150 min
48
A bearing puller - we didnt know where it was..
49
Now we do..
50
Shared Maintenance tools
51
Maintenance 5S
52
Walking Telephone
Production line breakdown
Electronic
Utilization
Maintenance
OEE -
Regular parts shipment
Planned vs unplanned
Emergency air Shipment
per hour down -
Maintenance Management
Office Supv. attend. Skills matrix
W.O. System Failure history
Equip. docum. Manuals, prints, etc.
Maintenance tools hydraulic jacks, bearing
puller, power wash, drills, saws, etc.
Machining area lathes, drill, grinder, arbor
press etc.
Lubrication area Oils, greases, dispensing
Waste area Rags, oil, grease, speedi- dry
Fasteners Plumbing Adhesives
Spare parts Inventory
Repairable spare parts
Parts ordering system
Safety area ladders, slings, lifts, PPE, LOTO
center, etc.
Get signatures
Call in order
Look for bearing puller
Wrong technician
Tell supervisor equipment is repaired
Look for bearing
Troubleshoot
Replace bearing
Pull bearing
Troubleshoot
60 min
24 hours
30 min
60 min
90 min
D.T. - 32 hours V.A. - 240 minutes
30 min
60 min
150 min
53
Whats new, whats broken?? What has been
rebuilt??? Need a Repairable parts system..
54
(No Transcript)
55
Walking Telephone
Production line breakdown
Electronic
Utilization
Maintenance
OEE -
Regular parts shipment
Planned vs unplanned
Emergency air Shipment
per hour down -
Maintenance Management
Office Supv. attend. Skills matrix
W.O. System Failure history
Equip. docum. Manuals, prints, etc.
Maintenance tools hydraulic jacks, bearing
puller, power wash, drills, saws, etc.
Machining area lathes, drill, grinder, arbor
press etc.
Lubrication area Oils, greases, dispensing
Waste area Rags, oil, grease, speedi- dry
Fasteners Plumbing Adhesives
Spare parts Inventory
Repairable spare parts
Parts ordering system
Safety area ladders, slings, lifts, PPE, LOTO
center, etc.
Get signatures
Call in order
Look for bearing puller
Wrong technician
Tell supervisor equipment is repaired
Look for bearing
Troubleshoot
Replace bearing
Pull bearing
Troubleshoot
60 min
24 hours
30 min
60 min
90 min
D.T. - 32 hours V.A. - 240 minutes
30 min
60 min
150 min
56
Ladders, cleaning tools, chains, etc.. Can we
organize better??? These ladders are located on
the inside of the maintenance area
57
New ladder storage, close to the main
aisle easier/quicker access.
58
Walking Telephone
Production line breakdown
Electronic
Utilization
Maintenance
OEE -
Regular parts shipment
Planned vs unplanned
Emergency air Shipment
per hour down -
Maintenance Management
Office Supv. attend. Skills matrix
W.O. System Failure history
Equip. docum. Manuals, prints, etc.
Maintenance tools hydraulic jacks, bearing
puller, power wash, drills, saws, etc.
Machining area lathes, drill, grinder, arbor
press etc.
Lubrication area Oils, greases, dispensing
Waste area Rags, oil, grease, speedi- dry
Fasteners Plumbing Adhesives
Spare parts Inventory
Repairable spare parts
Parts ordering system
Safety area ladders, slings, lifts, PPE, LOTO
center, etc.
Get signatures
Call in order
Look for bearing puller
Wrong technician
Tell supervisor equipment is repaired
Look for bearing
Troubleshoot
Replace bearing
Pull bearing
Troubleshoot
60 min
24 hours
30 min
60 min
90 min
D.T. - 32 hours V.A. - 240 minutes
30 min
60 min
150 min
59
Simple machines were scattered
60
Moved them together, based on usage..
61
Over 180 billion spent on wasteful
maintenance related practices.
What are some of these??

• Waiting at the parts crib
• Looking for parts
• Looking for consumables bolts, nuts, pipe
  fittings, set screws, etc.
• Looking for and getting out maintenance tools
  drills, saws, etc.
• Travel time.
• Making repairs that could have been prevented
  with PM.
• Making repairs that are larger and more costly
  (10X) than earlier
• during a PM.
• Making incorrect repairs.
• Replacing parts that do not need replacing.
• Replacing parts with poor quality (low cost)
  parts.
• Replacing parts with bad (broken) parts, by
  mistake.
• Emergency parts shipment (Fed-ex) costs.
• Maintenance overtime performing emergency
  repairs.
• Switching from one emergency to another.
• Making temporary repairs.
• Lack of maintenance training.
• Poor lubrication basics.
• Poor communication between shifts.

Impact
Impact
Impact
Impact
Impact
Impact
Impact
Reduced MTTR by 15!!!
Impact
Impact
Impact
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Maintenance 5S Focus
/
63
Zero Equipment Stoppages
Predict Equipment Life
Phase 4
1. Develop a Predictive Maintenance System. o
Introduce Predictive Equipment Techniques. o
Train Equipment Diagnosticians. o Perform
Condition Monitoring. 2. Consolidate
Improvement Activities. o Perform Failure
Analysis Using Specific Engineering
Techniques. o Extend Equipment Life by
Developing New Materials and Technologies.
64
10 reduction - maintenance costs
With the same Maintenance workforce performed
less preventive (enhanced the PMs to be more
effective), more predictive maintenance, more
autonomous (operator) checks, and less vended
maintenance services.