(课件)-HeckettMultiServMaintenanceDraftBlueprint(ppt63)-电子商务

1、020606JHHMF006KS_P1,Heckett MultiServ Maintenance Draft Blueprint,020606JHHMF006KS_P1,1,CONTENTS,Overview Effectiveness RCA and equipment strategies Organisation capabilities Efficiency Planning and scheduling Total Cost of Ownership and spares contracts Systems support Way forward and 5 day final b

2、lueprint workshop,020606JHHMF006KS_P1,2,INITIAL PROJECT ROLLOUT PROPOSAL,5 days,Team members,5 days,3 wks,EXHIBIT 2,Activities,Develop targets and goals Determine performance management framework Develop draft blue-print for maintenance effectiveness and efficiency,Senior management team representat

3、ives Region 3 maintenance team Mckinsey support,Review process and next steps,Develop details for each element of effectiveness and efficiency Conduct workshops to identify areas of opportunity and quick wins Develop and design detailed roll-out and implementation requirements,Region 3 maintenance t

4、eam Team leaders from SA, Middle east and Pacific Region,Determine specific requirements and differences in requirements for the sub-region and sites Apply blue-print design to all areas of maintenance Develop implementation plans for roll out Develop action plans for quick wins,Regional project tea

5、ms,Approve roll out and implementation,Ongoing,Review the way forward and determine the optimal approach Evaluate benefit of continued McKinsey support,We are here,020606JHHMF006KS_P1,3,PROPOSED PROCESS GOING FORWARD,Steering committees,24-28 Jun,18 Jul-2 Aug,12 Aug,Objectives,Review and refine blue

6、print Get everyone to a common level of understanding Set common aspirations for maintenance Get agreement for blueprint and project roll-out,Understand and plan for planning/ scheduling Map out spares by contract type Determine what needs to change for system integration Determine organisational sk

7、ills requirements and gaps Develop complete equipment strategies, separating out quick wins Practice use of RCA Develop tracking and monitoring processes,Massive maintenance cost savings within 2 years Implement and capture quick wins within 1 year Implement full maintenance system within 2 years,Pr

8、esentation overview Senior management team Works managers,Sign-off on plans Maintenance managers Works managers,1 month progress review,2 month progress review,4 month progress review,6 month progress review,End product,Finalised blueprint,Implementation plans by site, including responsibility and t

9、imelines Quick wins Effectiveness and efficiency implementation Central support/implementation plans Central support guidelines/common approaches Cost saving targets (baseline targets),Efficient and effective maintenance systems,Quick wins,020606JHHMF006KS_P1,4,CRITICAL ISSUES FACING MAINTENANCE SUC

10、CESS (1/2),FOR DISCUSSION,Concern,Proposed resolution,Will all the maintenance positions be filled in order to effectively apply the proposed process? Do the people in the positions have the required skills and capabilities?,Obtain commitment to fill positions and share talent across the region Fill

11、 vacancies with qualified people (graduates) and shuffle talent across sites to get the right balance Reassign or move out incapable people and replace them,020606JHHMF006KS_P1,5,CRITICAL ISSUES FACING MAINTENANCE SUCCESS (2/2),FOR DISCUSSION,Concern,Proposed resolution,Will the various people for c

12、ertain parts of the initiatives follow through and deliver? Will the various SBUs and sites take ownership for the initiatives?,Hold people personally accountable for the deliverables Hold regular follow up and review sessions, diarise them now Personally attend the first session of personal reviews

13、 at the sites Visit sites to monitor progress and check for success indicators such as schedules on boards, inspection reports on file, planners in position etc.,020606JHHMF006KS_P1,6,PROJECT SUCCESS MILESTONE INDICATORS FOR MAINTENANCE EFFECTIVENESS,FOR DISCUSSION,Maintenance element,Indicator afte

14、r regional plans,Indicator after 6 mnths,020606JHHMF006KS_P1,7,PROJECT SUCCESS MILESTONE INDICATORS FOR MAINTENANCE EFFICIENCY,FOR DISCUSSION,Maintenance element,Indicator after regional plans,Indicator after 6 mnths,020606JHHMF006KS_P1,8,SURVEY RESULTS INDICATING CURRENT MAINTENANCE PERFORMANCE (1/

15、2),Repair planning and execution,Root cause identification,Design-out engineering,Problem communication,Life cycle purchasing strategies,Servicing and preventive maintenance,Maintenance strategy linked to equipment criticality,Skill building,Performance ethic,Cross-functional communication,Organisat

16、ional structure,What system can be put in place to ensure that equipment problems are accurately communicated and diagnosed, before execution, so that equipment is repaired correctly the first time?,What capital and maintenance decisions can be made to develop a strategy that maximises equipment OEE

17、?,What organisational changes must be made to develop the skills and behaviour necessary for a high-performing maintenance department?,Key components,Score,Key issues to address,020606JHHMF006KS_P1,9,SURVEY RESULTS INDICATING CURRENT MAINTENANCE PERFORMANCE (2/2),Shutdown planning, scheduling and ex

18、ecution,Schedule development and adherence for routine work,Contractor management,Job planning for routing work,Tool storage, maintenance and issue,Parts quality,Parts availability,Equipment history and storage retrieval,Computer system training,Computer system,What changes need to be made to the pl

19、anning and scheduling system to ensure that over 90% of all work is planned?,How can the procurement, stores and workshop systems be modified to ensure efficient and effective execution of maintenance?,What system modifications need to be made to provide the right information to the right people at

20、the right time?,Key components,Score,Key issues to address,Parts ordering,Stores,020606JHHMF006KS_P1,10,CONTENTS,Overview Effectiveness RCA and equipment strategies Organisation capabilities Efficiency Planning and scheduling Total Cost of Ownership and spares contracts Systems support Way forward a

21、nd 5 day final blueprint workshop,020606JHHMF006KS_P1,11,EQUIPMENT STRATEGY IS AN APPROACH FOR DRAMATIC PERFORMANCE IMPROVEMENT,Determine critical equipment fleets, components and maintainable items Equipment does not fail, items do 80/20 principle; 20% of items contribute 80% of equipment costs Ali

22、gn maintenance activities with critical equipment Solve for root cause of failures and continuously implement design and PM solutions,Reduced Failures Downtime Repair time Costs,Approach,Results,020606JHHMF006KS_P1,12,EQUIPMENT STRATEGY ANALYSES,Define low total cost maintenance activities that focu

23、s on preventing failure of critical equipment,Goal,Key data,Cost reports from fleet to maintainable item level Equipment histories Equipment trends or analyses to date Current preventive maintenance plans Equipment service manuals Interviews from operators, trades, contractors, vendors, as needed,En

24、d-products,Standardised clean and check and operating procedures for operators Specific, condition-based PM tasks for maintenance Equipment modifications (design-outs) to reduce or eliminate need for maintenance activities,020606JHHMF006KS_P1,13,OVERVIEW OF EQUIPMENT STRATEGY DEVELOPMENT,Complete ap

25、parent and ideal OEEs for critical fleets and equipment,Proposed roll-out,Take regional representatives through process Use examples from both Columbus and and Port Kembla,Understand operational opportunities Reduce operational workload by driving actual operations time towards ideal Reduce operatio

26、ns time to reduce impact on maintenance,Develop equipment strategies to further reduce maintenance time and cost,020606JHHMF006KS_P1,14,KEY STEPS TO DEVELOP EQUIPMENT STRATEGIES,PRELIMINARY,Determine operational changes*,Labour Parts Downtime,Metal recovery plant Pot carriers,Hydraulics Electrics,Cy

27、linders Hoses,Worn seals Scored pistons No stops,Use 5-Whys to determine root cause (e.g., machine dirty, missing filter cap),Implement solutions,Alterations to pre-inspection checklists Revisions to planned maintenance service intervals Introduction of condition monitoring Change in SOPs Change of

28、supplier Determine design-out recommendations,*Operational changes must also be implemented to realise full OEE analysis benefits,Reduce idling time Use shorter routes Ensure pots are cleaned and fully loaded for each trip,020606JHHMF006KS_P1,15,EPC FLEET OEE ANALYSIS,WORKSHOP ESTIMATE,Issues to res

29、olve,What is the ideal operating time? What can be done to reduce maintenance downtime? What can be done to reduce idling time and inefficient use of time?,Annual hours (fleet of 4),0,24 390,18 684,?,?,5 706,26 280,Calendar hours,Holidays and un-scheduled time,Planned and un-planned hours,Available

30、hours,Time not used,Actual operating time,Idling time and inefficient time use,Ideal operating time,35 040,2 718,32 322,13 638,Apparent OEE = 53% Availability = 92%,Taking 1 unit out of fleet will increase OEE to 71%,020606JHHMF006KS_P1,16,VANDERBIJLPARK POT CARRIER OEE ANALYSIS,WORKSHOP ESTIMATE,Op

31、portunities to improve OEE,Track and monitor equipment operating time to identify and eliminate inefficient use of time Reduce maintenance downtime by up to 2/3 by reducing actual equipment operating time Aim to extend equipment life by approaching ideal equipment operating times,Annual hours,Calend

32、ar hours,Holidays and un-scheduled time,Planned and un-planned hours,Available hours,Time not used,Actual operating time,Idling time and in-efficient time use,Ideal operating time,Availability = 94.5%,020606JHHMF006KS_P1,17,COST BREAKDOWN BY EQUIPMENT TYPE,R 000 p.a.,Pot carriers,Issues to complete

33、before workshop,Complete analysis for the 6 key sites Break costs down for the top 5 to 6 equipment types Analyse costs for parts, labour and direct downtime impact,Metal recovery plant,Columbus steel plant,DUMMY,Front end loaders,Downtime costs calculated by assigning an opportunity cost of downtim

34、e per operating hour,Parts costs are based on costs of repair parts purchased,Labour costs are based on works order labour hours assigned to the specific component failure,020606JHHMF006KS_P1,18,EQUIPMENT STRATEGY DEVELOPMENT POT CARRIER EXAMPLE,Equipment type,Pot carrier,Hydraulics,Electrics,Engine

35、,Other,Cylinders,Hoses and fittings,Oil pumps,Other,Broken clevice,Seal failure,Bent rods,Scored pistons,Other,Functional components,Maintainable items,Failure mode,Break-down the equipment into functional components and maintainable items Use 80/20 principle to identify the big hit functional compo

36、nents and maintainable items Determine the failure modes for the big hit maintainable items and use 5 whys to identify the root causes For each of the big hit items, develop a maintenance strategy to optimise the equipment OEE,020606JHHMF006KS_P1,19,COST BREAKDOWN BY FUNCTIONAL COMPONENT,R 000 p.a.,

37、Hydraulics,Issues to complete before workshop,Determine highest functional component spends for the top 2 to 3 equipment types Rank spend from highest to lowest Use 80/20 rule to make sure that 80% of the functional component costs are covered,Electrics,Pot carriers,Engines,DUMMY,020606JHHMF006KS_P1

38、,20,COST BREAKDOWN BY MAINTAINABLE ITEM,R 000 p.a.,Cylinders,Issues to complete before workshop,Determine maintenance spend for all high cost functional components Ensure 80% of total costs are covered,Hoses and fittings,Hydraulics,Pump,DUMMY,Prioritise maintainable items to determine where to start

39、 looking for failure modes and root causes,020606JHHMF006KS_P1,21,FAILURE MODE ANALYSIS,Equipment type,Issues to complete before workshop,Determine failure modes for 80% of spend Rank the % of failure time for each failure mode,Functional component,Maintainable item,Failure mode,Equipment history %

40、of cost,Pot carriers,Hydraulics,Cylinders,Broken clevice,Seal failure,Bent rods,Scored pistons,Other,10,50,15,5,20,DUMMY,Key input data sources Work orders Maintenance records Operator, artisan, maintenance supervisor and planner opinions,Definition,Failure mode: problem/fault that causes a maintain

41、able item to stop operating or perform below rated capacity/quality specifications,Tip: interviews of knowledgeable operators, maintainers and engineers provides a good validation for maintenance records, and, in the absence of such records, can provide an accurate fact base,020606JHHMF006KS_P1,22,5

42、 WHYS ROOT CAUSE ANALYSIS,Why 5,Why 4,Why 3,Why 2,Why 1,Equipment history %,Failure mode,Cylinders,Broken clevice,Seal failure,Bent rods,Scored pistons,Other,10,50,15,5,20,Over-heating,Worn,Wrong seal,Bad work-manship,Hot oil,Wrong oil,Hot operation,Wrong seal,Friction,Blocked coolers,Cavitation,Exp

43、osed reservoir,Wrong oil,Dirty oil,Blocked tubes,WORKSHOP EXAMPLE,It was agreed that the 5 why system of root cause analysis would be the first tool adopted for Region 3,020606JHHMF006KS_P1,23,SOLUTION SPACE,Critical next steps,Use 80/20 principle to identify root causes of failure for big hit maint

44、ainable items Develop solutions to address these root causes and assign responsibilities and timing for implementing changes,Root cause,Solution/change,EXAMPLE,Dirty machines,Develop a schedule for washing machines Assign a responsible person to ensure that machines are washed according to the sched

45、ule,Unfriendly environment,Modify/change filters to design-out environmental effects on heat exchangers Set limits on amount of dirt build-up permitted before corrective action is taken (condition monitoring),Not maintained,Revise PM schedule to ensure more frequent maintenance of heat exchangers Ta

46、ke disciplinary action against person responsible for the maintenance task,Dirty heat exchangers,020606JHHMF006KS_P1,24,BUILD THE EQUIPMENT STRATEGY,Avoid CAPEX in building equipment strategy Look for creative solutions Focus on building a strategy to address failure of high cost maintainable items

47、(80/20 principle),Cylinders,Root cause,Worn seals,Bent rods,Remedial action Planned maintenance Condition monitoring Suppliers Design-out Inspection Cost to implement Cost benefit Net benefit KPIs to monitor,N/A Pressure test cylinders weekly,N/A,Use wear-resistant seals,N/A,R_ R_ R_ Seal MTBF,R_ R_

48、 R_ Frequency of operator abuse,Use supplier with stronger rod,N/A,Check daily for obstructions to free movement of rod,Check alignment of cylinder weekly N/A,Hoses and fittings,Oil pump,EXAMPLE,020606JHHMF006KS_P1,25,CONTENTS,Overview Effectiveness RCA and equipment strategies Organisation capabili

49、ties Efficiency Planning and scheduling Total Cost of Ownership and spares contracts Systems support Way forward and 5 day final blueprint workshop,020606JHHMF006KS_P1,26,PROPOSED REGION 3 MAINTENANCE STRUCTURE,* To provide support for SBU 1 and SBU 2 Source:South African maintenance discussion grou

50、ps,SBU Managing Director,Works manager ( x sites ),Maintenance manager,General Manager Engineering,Regional maintenance* manager,Maintenance support services,Planner,Supervisor,Buyer,Store,Data processor,Workforce,FOR DISCUSSION,Central support,Site structures,Define responsibilities and decision ri

51、ghts for each role Define the skills and capabilities required for each role Assign targets and KPIs to each individual,020606JHHMF006KS_P1,27,COMPETENCY MATRIX,Source:Heckett MultiServ maintenance workshop discussion,Position,Training requirements,Defined competencies,Defined job description,Define

52、d technical skills,Defined behavioural skills,Maintenance manager,Planner,Supervisor,(Saldanha),Buyer,Artisan,Data processor,Stores controller,HR?,HR?,HR?,Conduct formal exercise with/through HR to complete actual and design manning profiles Complete a first draft for the 5-day workshop Map actual m

53、anning to design manning profile (link compliance to desire as %; map as KPI) Develop training requirements for each individual Develop action plan to attain design manning profile, Draft completed, Not done,020606JHHMF006KS_P1,28,SKILLS BREAKDOWN BY SITE,Site,Source:Heckett MultiServ maintenance wo

54、rkshop discussions,Stores controller,Buyer,Maintenance manager,Supervisor,Planner,Vanderbijlpark,1,2,2,1,1,Newcastle,1,1,1,0,0,Saldanha,1,1,0,1,0,Columbus,1,1,0,1,1,Port Kembla,Wyalla,New Zealand,To be completed for remaining sites in Region 3,Sites to provide plan to address skills gap,Issues to ad

55、dress,How will skills gaps be closed? Who will fulfill each functional role? How can functional accountability be maintained in the smaller sites whilst adhering to rules such as person procuring is not permitted to receive items as well?,020606JHHMF006KS_P1,29,CONTENTS,Overview Effectiveness RCA an

56、d equipment strategies Organisation capabilities Efficiency Planning and scheduling Total Cost of Ownership and spares contracts Systems support Way forward and 5 day final blueprint workshop,020606JHHMF006KS_P1,30,Planned Predictive Maintenance,Preventive Maintenance,Planned Corrective Maintenance,

57、Equipment Strategy,Planner,Supervisor,Stores Clerk,Supervisor/Senior Artisan,All Management,INFORMATION,% Breakdown vs. Planned work,Equipment Availability (%),OEE,No breakdowns between Services,% non-compliance on schedule & reasons,Equipment damage Cost $,Equipment damage - hours lost,Fitters,Elec

58、tricians,Boilermakers,Fueler,Washing,Contractors,Scheduling Process,Weekly,Scheduling,Meeting,Works order,Stores & Parts,Ordering,Service,Sheet,Daily,Scheduling,Meeting,Obtain Planned Resources,Obtain Breakdown Resources,Supervisor/ Senior Artisan,Root,Cause,Analysis,Completed,Job/Service,Sheets,Breakdown,Work,Orders,WORK ORDERS,JDE,Plan,Do,Maintenance,KPIs,Breakdown/ Damage,Record findings/results,Review Equipment Strategy,Analysis of,reasons for,missing,schedules,Management Inspection,of Work Completed,Employee Disciplinary Action,Check,Act,Analyse,Condition,Monitoring,Re