Maintenance Planning and Scheduling (eBook)

Streamline Your Organization for a Lean Environment

Bruce Hawkins, Timothy C. Kister (Autoren)

eBook Download: PDF | EPUB

2006 | 1. Auflage
352 Seiten
Elsevier Science (Verlag)
978-0-08-045629-4 (ISBN)

Infos

This is a hands-on reference guide for the maintenance or reliability engineer and plant manager. As the third volume in the Life Cycle Engineering series, this book takes the guiding principles of Lean Manufacturing and Maintenance and applies these concepts to everyday planning and scheduling tasks allowing engineers to keep their equipment running smoothly, while decreasing downtime. The authors offer invaluable advice on the effective use of work orders and schedules and how they fit into the overall maintenance plan.

There are not many books out there on planning and scheduling, that go beyond the theory and show the engineer, in a hands-on way, how to use planning and scheduling techniques to improve performance, cut costs, and extend the life of their plant machinery.

* The only book that takes a direct look at streamlining planning and scheduling for a Lean Manufacturing Environment
* This book shows the engineer how to create and stick to effective schedules
* Gives examples and templates in the back of the book for use in day-to-day scheduling and calculations

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This is a hands-on reference guide for the maintenance or reliability engineer and plant manager. As the third volume in the "e;Life Cycle Engineering? series, this book takes the guiding principles of Lean Manufacturing and Maintenance and applies these concepts to everyday planning and scheduling tasks allowing engineers to keep their equipment running smoothly, while decreasing downtime. The authors offer invaluable advice on the effective use of work orders and schedules and how they fit into the overall maintenance plan. There are not many books out there on planning and scheduling, that go beyond the theory and show the engineer, in a hands-on way, how to use planning and scheduling techniques to improve performance, cut costs, and extend the life of their plant machinery.* The only book that takes a direct look at streamlining planning and scheduling for a Lean Manufacturing Environment * This book shows the engineer how to create and stick to effective schedules* Gives examples and templates in the back of the book for use in day-to-day scheduling and calculations

Inhalt

front cover 1
copyright 5
Table of Contents 6
front matter 12
List of Figures 12
List of Tables 16
Acknowledgement 18
body 20
1 Historical View of Maintenance 20
1.1 PURE REACTIVE 22
1.2 LIMITED PROACTIVE APPLICATIONS 24
1.3 BIRTH OF REAL MAINTENANCE 25
1.4 MILITARY TAKES THE LEAD IN MAINTENANCE 29
1.5 LONG JOURNEY TO LEAN THINKING 31
1.5.1 Lean Spills Over to Maintenance 34
1.5.2 Maintenance Operation Refinements 35
2 The Plant/Facility Lean Environment 38
2.1 LEAN ORIGINS AND DEFINITIONS 38
2.2 LEAN ORGANIZATION: ELEMENTS AND PRACTICES 41
2.2.1 Current State 44
2.2.2 Future State 45
2.3 LEAN MAINTENANCE OPERATIONS 47
2.3.1 Fundamentals of Total Productive Maintenance 48
2.3.1.1 Work Execution 52
2.3.1.2 Planning and Scheduling 53
2.3.1.3 Reliability Engineering 53
2.3.2 Lean Refinements 54
2.3.2.1 Reliability Excellence 54
2.3.2.2 Teams and Teamwork 55
2.3.2.3 New Roles for Managers and Supervisors 57
2.3.2.4 Organizational Focus 57
2.3.2.5 Expanded Education and Training 58
2.3.2.6 Maintenance Optimization 58
2.3.3 Lean Maintenance: Prerequisite of the Lean Plant/Facility 60
3 Governing Principles and Concepts of Lean Maintenance 61
3.1 LEAN MAINTENANCE GOVERNING PRINCIPLES AND CONCEPTS 62
3.1.1 Vision and Mission 64
3.1.2 Strategic Plans, Goals and Targets 65
3.2 OPERATIONS AND MAINTENANCE 67
3.2.1 Operations Maintenance—A Partnership with Two-Way Responsibilities 67
3.2.2 A Lean Mandated Marriage 70
3.3 WHY PLAN? 77
3.3.1 Advantages of Maintenance Planning 77
3.3.2 Objectives and Goals of Maintenance Planning 80
4 Origins of the Maintenance Planner 82
4.1 IN THE BEGINNING 82
4.2 DEVELOPING STANDARD PRACTICES 84
4.2.1 Basic Process 84
4.2.2 Manufacturing’s Influence 89
4.2.2.1 Accommodating a Varying Workload 90
4.2.2.2 Resources, Resources, Resources 93
4.2.3 Appearance of Balance 94
5 Organization Alternatives 97
5.1 STYLES FOR ORGANIZING MAINTENANCE OPERATIONS 99
5.1.1 Style Variations 100
5.1.1.1 Trade Organization 100
5.1.1.3 Production Department Maintenance 103
5.1.1.4 Joint Trade and Area Organization 106
5.1.1.5 Contract Maintenance – Partial or Total 107
5.1.1.6 Organization by Work Type 109
5.1.1.7 Combination Styled Organization 111
5.1.2 Total Productive Maintenance 114
5.1.3 Reliability-Centered Maintenance 117
5.1.3.1 Incorporating Work Planning 123
5.1.3.2 Planning and Scheduling: Defining the Role 127
5.2 TPM-RCM-LEAN ORGANIZATIONAL CONSIDERATIONS AND CHOICES 128
5.2.1 Where Does the Planner Fit? 130
5.2.1.1 Erroneous Thinking 132
5.2.1.2 The Reality 132
5.2.1.3 The Assigned Tradesperson 133
5.2.1.4 The Responsible Supervisor (or Team Leader)? 133
5.2.1.5 Fostering a Sense of Accomplishment 135
6 Performing the Planning Function 137
6.1.1 Managing the Backlog 139
6.1.2 Criticality and Prioritization 141
6.1.3 The Work Order 149
6.1.3.1 Work Order Types and Formats 149
6.1.3.2 Work Order System and Work Flow 152
6.1.3.3 Coding Work Order Information 155
6.1.4 Sequence of Planning 169
6.1.4.1 Job Plan Level of Detail 170
6.1.4.3 Estimating and Work Measurement 180
6.1.4.4 Planning Aids 186
6.1.5 The Role of CMMS in Maintenance Planning 188
6.1.6 Feedback 190
6.1.6.1 Building a History 197
6.2 CLOSING OUT WORK ORDERS 200
6.2.1 Data Entry and Validation 201
6.2.2 Reliability Engineering 202
6.3 LEAN MAINTENANCE PLANNING 206
7 Performing the Maintenance Scheduling Function 208
7.1 SCHEDULING 208
7.2 ORGANIZATIONAL CONSIDERATIONS 209
7.3.1 Prerequisites for Effective Scheduling 214
7.3.2 Preparing Schedules 215
7.3.2.1 Scheduling Practices 216
7.3.2.2 Scope of Maintenance Scheduling 218
7.4 METRICS – SCHEDULE COMPLIANCE AND LABOR EFFECTIVENESS 224
7.5 GENERAL SCHEDULING CONSIDERATIONS 228
8 Special Case: Maintenance Planning and Scheduling for Maintenance Outages — The Plant Shutdown 230
8.1 PLANNED OUTAGES DEFINED 232
8.1.1 Phase I: Definition 232
8.1.2 Phase II: Planning 235
8.1.2.1 Purchasing: Plant Shutdown Logistics 238
8.1.3 Phase III: Scheduling 239
8.1.4 Phase IV: Execution 241
8.1.5 Phase V: Debrief and Lessons Learned 242
8.2 CRITICAL PATH METHOD SCHEDULING 243
9 Tips, Tricks and Avoiding Pitfalls 249
9.1 STRAIGHT FROM THE HORSE’S... 249
9.2 GAINING TRUST 249
9.2.1 Maintenance Planner 249
9.2.2 Maintenance Scheduler 251
9.2.3 Attitudes, Practices and Methodologies for Success 252
9.2.3.1 Empowerment and Areas of Responsibility 252
9.2.3.1 Skill Levels and Training 254
9.2.4 Tips and Tricks of Successful Planners and Schedulers 256
9.2.4.1 Maintenance Planner 256
9.2.5 Maintenance Scheduler 258
10 Metrics: Measuring Planning and Scheduling Performance 260
10.1 PLANNING AND SCHEDULING PERFORMANCE INDICATORS 261
10.1.1 Labor Performance 261
10.1.2 Job Planning and Scheduling 262
10.2 RELIABILITY EXCELLENCE (RX) AND THE P/S FUNCTION 263
10.3 SUMMARY: CHARACTERISTICS OF RELIABILITY EXCELLENCE 265
11 Planning and Scheduling Fundamentals—Self-Test 268
11.1 APPROACH 268
11.2 SELF-TEST QUESTION AND ANSWER SECTION 269
11.3 SELF-TEST WORK EXERCISE SECTION 272
back matter 274
Appendix A Job/Position Descriptions 274
Appendix B Benchmarking and Best Practices 280
Appendix C Forms, Worksheets and Checklists 285
Appendix D Tutorials in Brief: Control Charts and CPM Schedules 301
Appendix E Chapter 11 Self-test: Answers and Solutions 313
Appendix F Glossary 317
index 344

Textauszug

2 The Plant/Facility Lean Environment

The primary focus of this book is placed on maintenance planning and maintenance scheduling as performed in the Lean Environment. The qualifier in the lean environment introduces a host of new considerations for traditional practices. These considerations are new because these were not involved in traditional, or pre-Lean Maintenance planning and maintenance scheduling activities. Although all planning and scheduling activities will be thoroughly developed during the course of this book, it is nonetheless important to provide a comprehensive description of the Lean Environment as it is differentiated from the pre-Lean Environment.

2.1 LEAN ORIGINS AND DEFINITIONS

Chapter 1 briefly touched on the origins of “Lean Manufacturing.” Taiichi Ohno is generally acknowledged as the father of Lean Manufacturing, and therefore with Lean Thinking. Ohno’s Toyota Production System (TPS)—a Lean Manufacturing system—although created by Ohno, was conceived by Henry Ford in the first decade of the twentieth century and subsequently refined during the second decade. When Ford brought out his “Model T” in 1908, he introduced the first, efficient assembly line production process to the world of manufacturing. The assembly line employed the precise timing of a constantly moving conveyance of parts, subassemblies and assemblies, ultimately culminating in the creation of a completed Model Τ chassis. As a completed chassis rolled off the assembly line, 10 to 15 more were located at various stations along the assembly line, gradually being built-up eventually to roll out as another completed Model T.

Five years of fine-tuning the various operations, eliminating the wasted time in each of them and adjusting the rate at which parts and assemblies were being input to assembly operations eventually reduced the initial Model Τ assembly time of 728 minutes in 1908 to 93 minutes in 1913. This was manufacturing’s introduction to Lean Thinking.

Sakichi Toyoda was the founder and owner of Toyoda Loom Works, Japan’s largest loom manufacturing operation. In 1936, Sakichi Toyoda expanded his operations to include an automobile manufacturing group. Sakichi Toyoda appointed his son, Kiichiro Toyoda, as managing director of the new operation. Kiichiro Toyoda traveled to the Ford Motor Company in Detroit to spend a year studying the American automotive industry and returned to Japan with a thorough knowledge of the Ford production system. Kiichiro set about to not only adapt the system to smaller production quantities, but also to improve on the basic practices. In addition to the smaller production quantities, Kiichiro’s system more precisely managed the logistics of materials input to coincide with production consumption. Kiichiro developed an entire network of suppliers capable of supplying component materials when needed. Within the Toyoda Group, the system was referred to as just-in-time (JIT).

Following the Second World War, the restructured Japanese government forced the Toyoda Group to reorganize in 1950. Kiichiro resigned and his cousin, Eiji Toyoda was named the new managing director. Like Kiichiro, Eiji also went to the United States to study the American system of automobile manufacturing.

At the reconstructed Toyoda Group Automotive Operations, renamed as the Toyota Automobile Group, Taiichi Ohno (see Chapter 1) managed the machining operations. His development of improved methods for supporting the automotive assembly operations was largely responsible for the success of the restructured company. Together with the implementation of quality initiatives, provided by Shigeo Shingo who was a quality consultant hired by Toyota, and the incorporation of statistical process control methods brought to Japan by Dr. W. Edwards Deming, the processes defined the TPS. The TPS quickly became not only the most successful manufacturing operation in Japan, but also embodies all of the present-day attributes of Lean Manufacturing.

Lean, and Lean Thinking, can most simply be described as the elimination of waste and creation of value for the customer (which derives from elimination of waste). There are seven categories of waste (the Seven Deadly Wastes) according to the theory behind Lean Thinking.

1. Overproduction—excess production and early production;

2. Waiting—delays—poor balance of work;

3. Transportation—long moves, re-distributing, pick-up/put-down;

4. Processing—poor process design;

5. Inventory—too much material, excess storage space required;

6. Motion—walking to get parts, tools, etc., lost motion due to poor equipment access;

7. Defects—part defects, shelf life expiration, process errors, etc.

The complexity of Lean, if there is any, is in identifying waste and then eliminating it. Over the course of the last four decades, the processes employed in the TPS have been refined, provided catchy names and defined within neat little boxes. The term “Lean” applied by James Womack et al. (see Chapter 1) was readily adopted by manufacturers, who preferred it to “Toyota Production System” for defining their special manufacturing style. The following concepts apply to Lean Manufacturing Practices.

Support for waste elimination through

• customer focus;
• committed management;
• doing it right the first time (quality control);
• enhanced customer value (from quality and price control);
• just-in-time (JIT) systems;
• integrated supply chain (from JIT);
• making and sustaining cultural change (personnel attitudes and ways of thinking);
• measurement (Lean Performance) systems;
• optimized equipment reliability;
• plant-wide lines of communication;
• standardized work practices;
• value-creating organization;
• winning employee commitment/empowering employees.

Take special note of the last item or concept in this list. Many people believe (erroneously) that the objective of Lean Operations is to reduce the size of the work force. It would be difficult indeed to gain employee commitment for a program whose intent was to eliminate their jobs. Instead, Lean empowers employees by endowing them with real decision-making authority within their particular processes. Although reducing the amount of labor required is an objective—and a natural byproduct from improved efficiencies and waste elimination—of Lean practices, reducing the size of the work force is not an objective of Lean Thinking. Thus, it introduces another objective to define new roles (roles that add value to the total manufacturing process), for many employees, and allowing normal attrition to account for the reduced labor requirements. Reducing waste is the preeminent objective in the Lean Operation and it must become everyone’s responsibility even though difficult to enforce responsibility when employees are in fear of losing their job.

What is Lean Manufacturing? Here is one definition.

Lean Manufacturing is the practice of eliminating waste in every area of production including customer relations (sales, delivery, billing, service and product satisfaction), product design, supplier networks, production flow, maintenance, engineering, quality assurance and factory management. Its goal is to utilize less human effort, less inventory, and less time to respond to customer demand, less time to develop products, and less space to produce top quality products in the most efficient and economical manner possible.

2.2 LEAN ORGANIZATION: ELEMENTS AND PRACTICES

It is also helpful to understand the Lean Environment through the five standard practices for the application of Lean Thinking:

1. Specify what does and does not create value from the customer’s perspective and not from the perspective of individual firms, functions and departments.

2. Identify all the steps necessary to design, order and produce the product across the whole value stream to highlight nonvalue-adding waste.

3. Make those actions that create value flow without interruption, detours, backflows, waiting or scrap.

4. Only make what is pulled by the customer.

5. Strive for perfection through continuous improvement; removing successive layers of waste as they are uncovered.

These standard practices are fundamental to the identification and elimination of waste. They are easy to remember (although not always easy to achieve) and should be the guide for everyone in the Lean Organization.

Some of the more common techniques employed in the Lean Manufacturing or Process Plant are delineated in Table 2-1. They are grouped by general plant objective categories, although there is considerable latitude in how and where the techniques can be used. Many of the terms in this table will be new or foreign (many are foreign) to you, but you will come to understand them quite well. The “how and where” to apply these techniques must be defined by a thorough and probing analysis of the total manufacturing operation. Value stream mapping and process mapping are useful tools for this current state analysis. All too often, the next step in applying Lean Thinking is sidestepped and the techniques in Table 2-1 are immediately exercised. However, before using these techniques, the future state must be defined. The future state is a complete...

Produkt-Details

• Erscheint lt. Verlag: 10.5.2006
• Sprache: englisch
• Themenwelt: Naturwissenschaften ► Chemie ► Technische Chemie
• Themenwelt: Technik ► Bauwesen
• Themenwelt: Technik ► Elektrotechnik / Energietechnik
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management
• ISBN-10: 0-08-045629-4 / 0080456294
• ISBN-13: 978-0-08-045629-4 / 9780080456294