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Lean Maintenance

Workshop
by
Professor John Sharp
COrE Research Group, University of Salford,
UK
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
What is a Process ?
Any activity or group of activities that takes
An ‘input’, adds value to it, and provides an
output to an internal or external customer

Processes are at the heart of maintenance


management.
INPUT That are turned into OUTPUT
List Transformation List
PROCESS
- Resources - Results
- Activity
-
- www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
What is process management?

Inputs Organisation as a
Output
series of activities

Measure against targets,


learn & improve

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Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Functional v. Process Based organisation

CEO
Funtional Hierarchy

Dept. 1 Dept. 2 Dept. 3 Dept. 4 Dept. 5

Input
1
2
3
4 5
Output
6

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Work processes flow across departments
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
•USA had top male sprinters in 2004 Olympics yet
did not win the gold medal!

•Great Britain won the gold medal. How?

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Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Why process management?

• The problems in organisations often occur


between changeovers, when one process step
flows to another process step in a different
department or to a different specialist
….business processes are like a relay race,
with the baton passing from one person to
another within the organisation.

• The Olympic relay team don’t practice running


together, they only practice the baton
changes!
• Having only good runners will not get you the
gold medal! www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Introducing Lean (Manufacturing)
• Eiji Toyoda visited Ford for 3 months
• Determined mass production not for
Toyota because:
– Diverse product range
– Limited capital resources
– Lack of space
– No natural resources
• Toyota developed Lean to make it one of
the world’s top car makers.
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
What is lean ?
Lean manufacturing is the reduction in
the time from customer order to
manufacturing and delivery of
products by elimination of non-value
added waste in the production
stream.
Key points:
– One-piece flow
– Continuous improvement www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Lean Principles
5.
Perfection

1. Specify
4. Pull
Value

3. Creating
2. Identify value
Flow
stream

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Step 1: Specifying value of the product
or service
• Specify value of a product or service from the
ultimate customers' point of view
• It must be defined in terms of specific products with
specific capabilities offered at specific prices through
a dialogue with specific customers
• Providing the wrong product or service the right way
is 'muda' (Japanese word for waste)
• Eliminating waste is the greatest potential source of
improvement in corporate performance and customer
service.

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Step 2: Identifying the value stream
• Identify business and transformation processes to deliver a
product or service to the customer.
• Begin to manage the value stream as a whole instead of
independent steps or processes and eliminate all non-value
adding steps.
There are three critical management tasks:
• the problem-solving task running from concept through detailed
design and engineering to production launch,
• the information management task running from order-taking to
delivery,
• and the physical transformation task proceeding from raw
materials to finished products.
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Step 3: Creating flow

• Arrange the remaining value adding steps to flow


• Eliminate waste that prohibit continuous material or
information flow
• Eliminate the traditional mindset of working in
functional silos and batch-and-queue that only create
inefficient work.

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Step 4: Producing to the pull of the
customer
• Change method of production from a large
batch production to producing only what is
demanded by the customer
• Allow the customers to pull products rather
than pushing them to the customers
• This involves also work in process throughout
the entire value stream

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Step 5: Pursuing perfection
• Include every asset and every action that adds
value to the product or service for the customer
• Create a continuous improvement culture in
the organisation
• Sustain improvement activities

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Lean characteristics
• Purposeful & directed focus on interests of
customer
• Close integration of all departments
• Collaboration with suppliers
• Respect for all
• TQM orientated environment
• Skills and contributions of all valued
• Process development is directed towards
continuous improvement and OEE improvements
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Lean maintenance is the application of lean philosophy,
tools and techniques to the maintenance function.

Lean is about eliminating wasted time, effort and


material (and resulting cost) while improving throughput
and quality.

Therefore reduce/eliminate activities that do not add


value to the product (service) stream.
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Lean maintenance tools
• 5S process
• Elimination of 7 deadly wastes (7Mudas)
• Kaizen (continuous improvement) & Poka
Yoke
• Jokoda (quality at the source)
• JIT (Just In Time) & TPM (Total
Productive Maintenance)

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
What are the 5S’s?
1. Structure 2. Systemise

Keep needed items


Distinguish needed in the correct place
items from not to allow for easy &
needed and quick retrieval
eliminate the latter
5. Self-discipline
Making a habit of
The condition maintaining the
people support Keep the
set conditions workshop swept
when maintain the
first three S’s and clean

4. Standardise 3. Sweeping
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Professor John Sharp, University of Salford, UK
“Lean Maintenance”
SEIRI: Structure (organisation)
• Differentiate from what is needed and what is not
needed to do the job
• Keep at your workspace only what you need
• Discard what you don’t need or store elsewhere
• Red tag can be used to identify problems
• To differentiate between items needed and not
needed

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
SEITON: Systemise (neatness)

• Deciding where to store and keep items


• A place for everything
• Everything in its place
• Visualising everything in the workplace
• Do not waste time looking for items.

A PLACE FOR EVERYTHING


AND EVERYTHING IN ITS PLACE
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
SEITON: Systemise (neatness)
Usage Degree of Need Storage Method
(Frequency of use)

Low • Things not used in the • Throw them out


past • Store at a distance
• Things only used once
in the last 6-12 months

Average • Things only used once • Store in a central


in the last 2-6 months place in the workplace
• Things used more than
once a month

High • Things used once a • Store near the work


week site or carry by person
• Things used everyday
• Things used hourly
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Professor John Sharp, University of Salford, UK
“Lean Maintenance”
SEISO: Sanitize/Cleaning
• To regularly clean the workplace
• Maintain a safe workplace
• Eliminate dirt and grime
• Find and eliminate causes
• Cleaning is checking/inspecting
• Cleaning can detect faults before breakdown
• Cleaning should be done daily

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
SEIKETSU: Standardise
• First 3S’s are being maintained at all times
• 4th ‘S’ is a condition not an activity
• Maintain a clean and tidy workplace with standards
• Discovering reasons why things get disorganised
• Finding root cause of why problems appear
• Problems should be eliminated, not hidden
• Use checklists, photographs, procedures or work
instructions as reference

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
SHITSUKE: Self-Discipline
• Always following specific and standardised
procedures
• Understanding the rules and sticking to them
• Developing simple 5S checklists
• Self-discipline means motivation for continuous
improvement activities
• Self discipline is a process of practice and repetition
• Involves breaking old habits and employing new ones

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Step 5

SHITSUKE: Self-Discipline
Preventive cleaning up Why do unnecessary
items still appear

Preventive organising Why does storage get in


disarray 5 WHYS
Preventive cleaning Why does it get dirty 1 How
Preventive training and Why are the rules not
discipline working

www.ipamc.org
Professor John Sharp, University of Salford, UK
COrE Research Group
“Lean Maintenance”
OLC (Europe)
Make things simple, visible and clean

•Clear, shiny aisle ways


•Color coded areas
•Slogans, banners

•No work-in-process ( WIP )


•One-Piece Flow
•Standardized Work Sheets

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Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Improving handling/storage through 5S

-Items labelled and visible

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Professor John Sharp, University of Salford, UK
“Lean Maintenance”
SEITON: Systemise (neatness)

Tool
Shadow
Board
Eliminates
searching

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Professor John Sharp, University of Salford, UK
“Lean Maintenance”
SEITON: Systemise (neatness)

At the work place


Die
Storage
Eliminates
searching for
dies

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
SEITON: Systemise (neatness)

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Areas for 5S to be applied

-Office Environment

-Organised work systems and


work space

-Information storage
and retrieval systems

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
WHY 5S?
• Simple
• Eliminates/reduces waste and non-value-
adding activities
• Involves every employee
• Highly visible (visual systems)
• The starting point for all continuous
improvement activity (basic kaizen)
• The starting point for culture change
• Improves health and safety, quality and
delivery and costs
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Beamish Industrial (Victorian) Museum in Durham
(cc1800)

A sign on
a machine

“Workers not cleaning machines and lubricating


slideways will be fined 1/4d (a farthing!)”
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Professor John Sharp, University of Salford, UK
“Lean Maintenance”
WHY 5S CAN FAIL?

Companies only follow 3S

THERE IS A NEED TO FOCUS ON THE


LAST 2S ALL THE TIME WHICH
INVOLVES MANAGING CHANGE

Can you implement 5S in


your organisation?
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
The need to eliminate wastes
• The work place gets
overrun with waste over
time
– New equipment, tools,
cabinets, parts,
information etc. clutter
the work space
– Product flow is inhibited
and time is wasted on
unnecessary actions
– Focus on customer
needs are lost (QCD www.ipamc.org
suffers)
Professor John Sharp, University of Salford, UK
– Safety is compromised! “Lean Maintenance”
The seven deadly wastes
(7 Mudas)
1 Searching:
walking behind machines; searching for
tools, people, parts, etc; reaching,
bending, sidestepping, asking, storing,
retrieving, putting down / picking up,
counting.

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
The seven deadly wastes
(7 Mudas)
2 Delays:
Waiting for work,
information, and/or
approvals; waiting for parts,
materials, tools, equipment
availability, etc.

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
The seven deadly wastes
(7 Mudas)
3 Transportation/Material handling:
Moving work over short and long
distances. Value is only added to
a product or part when that part is
actually being processed or
worked on it.

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
The seven deadly wastes
(7 Mudas)
4 Making Defects:
Not doing it right first time;
causing rework or scrap.
Defects can occur at any
stage from raw material to
finished product.

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
The seven deadly wastes
5 Over processing: (7 Mudas)
Drilling a hole where no hole
is needed; inspecting
checking your own work or
that of another; handling
parts, products, tools and/or
paperwork.

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
The seven deadly wastes
6 Over producing:
(7 Mudas)
Producing more units than
ordered – just in case;
creating inventory.

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
The seven deadly wastes
(7 Mudas)
7 Storing
inventory/Work-in-
progress:
Storing units, however
briefly, that are not yet
ordered or can not yet
be delivered. Material
or product often gets
built up at bottlenecks
in manufacturing
causing waste of
space, time and www.ipamc.org
money tied in stock.
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Identifying Wastes Exercise
• In small groups:
– Tour your work areas and see
if you can identify any of the
seven wastes
– Make a list or document any
you find
– Use photographs
• Following the tour review
your findings and develop a
strategy for improvement
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Value and non-value activities
Activities
TODAY’Swhich add value
CUSTOMERS WILL ONLY Activities
PAY FOR THEwhich addTHAT
VALUE costGETS
ADDED INTO A PRODUCT.
Processing it Sorting it
Printing it Inspecting it
Assembling it Finding it
Cutting it Reworking it
Drilling it Handling it
Packing it Snagging it
Painting it Moving it
Despatching it Scrapping it
Polishing it Counting it
Welding it Recalling it
Plating it Repairing it

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Professor John Sharp, University of Salford, UK
What adds value“LeaninMaintenance”
your organisation?
Kaizen (PDCA) CI cycle

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Poka-Yoke
• Developed by Shigeo
Shingo at Toyota
• Poka-yoke – Japanese
for mistake-proofing.
• Poka-yoke device – any
device used to prevent
a mistake from being
made

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Jidoka (Quality at the Source)
• Quality should be built in, not inspected in
• If machinery not running right stop and correct
• Expectation of quality, right first time
• Effective skills of all personnel
• Maximise planning by capturing all knowledge
• “Post-maintenance” reviews (PDCA)
• Investigate all “rework” to determine the cause
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
JIT Definition

Just in time is producing:

WHAT you want


WHEN you want
QUANTITIES you want
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Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Kanban Rules

Process
A

X
Process
A

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Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Total Productive Maintenance

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Preconditions of successful Lean
maintenance
• The business must be integrated in its approach
to servicing the customer
• Minimise wasteful activities
• Eliminate non value added activities
• Effective teamwork and flexible working practices
• Primary function is to serve its customers and to
meet all of their expectations and needs
• Work closely with suppliers
• Establish and apply best working practices
• Continuously seek to improve. www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Implementing Lean principles
• Accurate information on what the customer
really wants, and exactly what, where and
when
• Short lead times in all areas of the
business
• Flexible production processes which make
the products efficiently and effectively
• Emphasis on product flow, resolution of
bottleneck problems, and good
management of capacity and priorities
www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Implementing Lean principles
• Lean demands that maintenance personnel maintain
technical knowledge and skills but also develop new
competences:-
- Knowledge of tools/techniques
• ICT (to support their decision-making
capabilities)
• Enhance interpersonal competences
(developing teaming skills, partnering and
change management)

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
CONCLUSIONS
Maintenance can be improved using lean
principles. It can eliminate wasteful activities from
all the maintenance processes and thus improve
the service it gives to its customers.

www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”
Thank you for your attention.

Questions ? www.ipamc.org
Professor John Sharp, University of Salford, UK
“Lean Maintenance”

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