Lean Maintenance Management

Carlo Scodanibbio presents:
Lean Maintenance
Lean Plant Management
We are what we repeatedly do.
Excellence, therefore, is not an act, but a habit
a training event organised by
What is Maintenance?
the work of keeping something in proper condition; upkeep
upkeep
Maintenance is the management, control, execution and
quality of those activities which ensure optimum levels of
availability and overall performance of plant are achieved to
meet business objectives.
Nothing lasts forever
approaches to maintenance
main types of maintenance operations
reactive maintenance
preventive maintenance
STUDY 2000
>55% Reactive
predictive maintenance
reliability centred maintenance
31% Preventive
12% Predictive
2% Other
others
REACTIVE MAINTENANCE
Advantages
run it till it breaks
Low cost (until equipment fails)

Less Maintenance Manpower
Disadvantages
Increased and incremental cost due to unpredicted downtime of equipment
equipment
Increased labour cost, especially if overtime is needed
Cost (possibly very high) involved with repair or replacement of equipment
Possible chain reaction: secondary equipment or process damage
consequential to equipment failure
Inefficient use of resources (in the long run)
PREVENTIVE MAINTENANCE
PREVENTIVE
MAINTENANCE
PREDICTIVE MAINTENANCE
PREDICTIVE
MAINTENANCE
PREDICTIVE MAINTENANCE
about RISK & RELIABILITY
FMEA
(Failure Mode and Effect Analysis)
FMECA
(Failure Modes, Effects and Criticality Analysis)
about RISK & RELIABILITY
FTA
(Fault Tree Analysis)
RELIABILITY CENTRED MAINTENANCE
RELIABILITY CENTRED
MAINTENANCE
RELIABILITY CENTRED MAINTENANCE
RBM RISK BASED MAINTENANCE

RBI RISK BASED INSPECTIONS
RBI has been applied in industries such as oil/gas industry, power
power
generation, refineries, petrochemical plants and pipelines.
RBI can be applied for static equipment such as pipepipe-work, pressure
and atmospheric vessels, heat exchangers/coolers, filters and other
other
static equipment.
RBI is used in calculating both the consequences of possible failures
and the likelihood with which those failures are expected to occur.
The product of consequences and likelihood is used to identify which
which
equipment poses the greatest risk and therefore warrants the most
inspection attention in order to manage that risk effectively.
RBI makes use of a broad range of technologies including
consequence modelling, reliability and failure frequency analysis
analysis and
limitlimit-state approaches to provide industry with a riskrisk-based method
for evaluating and developing inspection plans.
IPF INSTRUMENT PROTECTIVE FUNCTIONS

definitions:
Developed originally by Shell, the IPF methodology refers
specifically to automated responses to abnormal situations as
detected by instrumentation (typically alarm and trip
functions).
The process entails the execution of a risk assessment for
each protective function by a multidisciplinary team,
accomplished by consideration of the instrument failure
probability and the associated consequences.
The result of the classification enables specification of the
most appropriate implementation and maintenance strategies
for the IPF.
SHUTDOWN (TURNAROUND) MAINTENANCE

& (PLANNED) OUTAGE MAINTENANCE
definitions:
Shut Down: scheduled downdown-period for a plant for scheduled
maintenance for an extended period of time
"Turnaround" is intended to encompass all types of industrial
projects for existing process plants including I&Ts (Inspection
& Testing), shutdowns, planned outages, debottlenecking
projects, revamps, catalyst regeneration, etc. where an
operating plant must be shut down until the work is completed
and then restarted - thus "turning around" the unit/plant.
The terms: shut down

down and turnaround
turnaround have, in
practice, the same meaning. However, turnaround
maintenance may imply works which are not only of
maintenance nature (for instance, plant revamping may be
much more than just pure scheduled maintenance).
FORCED (UNPLANNED) OUTAGE MAINTENANCE

definitions:
Outage: an out
out-ofof-service
service condition of a plant
(or part of it) that is unwanted, unplanned and

unpredicted
Forced Outage Maintenance is maintenance directed
to bring back the concerned Plant to a in
in-service
service
status as fast and reliably as possible
An unplanned outage can be dealt with:

in the absence of any plan = panic management
with a sufficiently or, preferably, well structured plan to
manage the (any potential type of) outage
T P M
TOTAL PRODUCTIVE
MAINTENANCE
equipment: OK
surrounding waste
CC+desbro
efficiency,
effectiveness, losses
OVERALL EQUIPMENT EFFECTIVENESS - PRESS
X - MONITORING CHART
100
50
0
Date 1
OEE
Date 2
Date 3
Date 4
Date 5
Date 6
LOSSES AND EQUIPMENT EFFECTIVENESS
LOSSES AND EQUIPMENT EFFECTIVENESS

continuous process equipment & some construction equipment
exercise????
...oh, yes!!!
10
homework????
...oh, yes!!!
Associating the Six

Sigma Methodology with
the TPM approach
11
TAKING THE TPM WAY..
EQUIPMENT
RANKING
chronic
chronic losses
chronic
losses
losses
12
THE GENERAL TPM APPROACH

FOR REDUCING AND
ELIMINATING CHRONIC LOSSES
REDUCING AND ELIMINATING CHRONIC LOSSES
5 Approaches or combination, as applicable:

a) IDENTIFYING AND ESTABLISHING OPTIMAL
OPERATING CONDITIONS
b) RESTORING THE EQUIPMENT TO
ORIGINAL/OPTIMAL OPERATING CONDITIONS
c) PREVENTING DETERIORATION
d) INCREASING EQUIPMENT RELIABILITY
e) ELIMINATING (ALL) SMALL DEFECTS
13
The
P-M ANALYSIS
exercise????
...oh, yes!!!
14
CHRONIC LOSSES FINAL REMARKS

WHEN CHRONIC LOSSES (ESPECIALLY
QUALITY LOSSES) ARE NOT ORIGINATED
BY (HIDDEN) DEFECTS IN THE EQUIPMENT
BUT RATHER BY INADEQUATE METHODS,
METHODS A
P-M ANALYSIS MIGHT BE INAPPROPRIATE
THE PROPER APPROACH IS THROUGH
TOTAL PROBLEM SOLVING TECHNIQUES
LIKE TPS AND CEDAC
ELIMINATING
ELIMINATING
THE 6 BIG
LOSSES
THE 6 BIG
ELIMINATING THE
6 BIGLOSSES
LOSSES
ELIMINATING THE 6
BIG LOSSES
15
AUTONOMOUS MAINTENANCE
the 2 hearts of TPM
The new relationship between

Maintenance and Production
MAINTENANCE ACTIVITIES
IMPROVEMENT ACTIVITIES
MAINTENANCE ACTIVITIES
---> Prevent Breakdowns and repair faulty
equipment. Combination of :
Autonomous Maintenance
Preventive Maintenance (daily-periodic)
Predictive Maintenance
and
Corrective Maintenance (sporadic, ad hoc)
IMPROVEMENT ACTIVITIES
---> Extend Equipment Life - reduce Maintenance
time - avoid the need for Maintenance.
Combination of :
Reliability Improvement
Maintainability Improvement
Maintenance Prevention
MaintenanceMaintenance-free Design
COMMON TARGET:
MAX OEE
basically by means of:
DETERIORATION
PREVENTION
DETERIORATION
MEASUREMENT
RESTORATION OF
OPTIMAL CONDITION
16
MAINTAINABILITY IMPROVEMENT
improving equipment
maintainability increases
the efficiency of
maintenance work and
reduces repairs time
Maintenance PREVENTION
Maintenance Prevention targets at
eliminating/reducing the need for Maintenance
It is a TPM goal to reduce the need for maintenance
(especially costly Preventive Maintenance) and,
where possible, eliminate that need altogether.
the marriage TPM/RCM

contributes substantially
to the target
17
HOW TO GO INTO
A TPM PROGRAM
HOW TO GO
PROGRAM
INTO
A TPM
assignment????
...oh, yes!!!
MEASURING TPM EFFECTIVENESS
TPM
SELF-EVALUATION
18
TPM STATUS:
SELF-EVALUATION
19
PLANT MANAGEMENT
IN A TPM ENVIRONMENT
SPARE PARTS
MANAGEMENT
MANAGEMENT
"....everyone has a favourite horror
story about large production losses
caused when an essential part was
missing in a store full of ununnecessary materials and spares ...."
20
PLANT
MANAGEMENT
ECONOMICS
PLANT MANAGEMENT
ECONOMICS
PLANT
MANAGEMENT
ECONOMICS
PLANT
MANAGEMENT
PLANT MANAGEMENT
ECONOMICS
ECONOMICS
REDUCING OVERALL COSTS OF

MAINTAINING EQUIPMENT
Targets and strategies:
a. Review Periodic Maintenance intervals
b. When appropriate, switch from outside
contracting to in-house facilities
c. Audit Spare Parts Management
d. Identify idle equipment and use it effectively (f.i:
in Cell Production activities)
e. Reduce energy use and service resources waste
f. Eliminate Equipment Losses
21
MEASURING
MAINTENANCE
EFFECTIVENESS
OVERALL EQUIPMENT EFFECTIVENESS (OEE)
OPERATIVITY RATE (OR)
INDICES
MEAN TIME BETWEEN FAILURES (MTBF)
A non-TPM factory
22
A non-TPM factory
adf
TRADITIONAL
PROJECT MANAGEMENT
basics
23
PLANNING
PROGRAMMING
SCHEDULING
CONTROLLING
LIFECYCLE OF PROJECT WITH

POOR PLANNING
Project initiation
Wild enthusiasm
Disillusionment
Wild chaos
Search for the guilty
Punishment of the innocent
Promotion of nonnon-participants
Definition of the requirements (Planning)
24
PERT
(PROGRAM EVALUATION and REVIEW TECHNIQUE)
CPM
(CRITICAL PATH METHOD)
PROJECT
PROJECTRISK
RISK
MANAGEMENT
MANAGEMENT
25
CONTROL
ADEQUATE PLANNING
=
EASIER + MORE EFFECTIVE CONTROL
CONTROLLING PROJECTS
yesterday
today - tomorrow
objectives definition by mutual consent
giving orders
being at the head
directing
supervising
inspecting
controlling
clear definition of tasks at all levels

planning & scheduling on the basis of
necessary and really available resources
Progresses, Costs and Quality
Measurement Methods based on a clear,
clear
precise,
precise prepre-defined system, known by all
relevant members of the project team, and
agreed upon by mutual consent
At all levels:
continuous monitoring of actual results
versus estimates and budgets
adequate and timely rere-scheduling
regular rere-assessment of time and cost
to
to completion
completion in a continuous
projection process
26
.then the world changed.
why enterprises dont perform...

.the root causes of poor performance date
back to over 2 centuries ago
ago..
.we have gone into the

21st century, with
enterprises designed in the
18th and 19th centuries to
perform well in the 20th..
27
WORLD-CLASS PERFORMANCE
the world-class enterprise

operates per process
VAM
VALUE ADDING
MANAGEMENT
28
SEW
SYSTEMATIC
ELIMINATION OF WASTE
WASTE
VALUE!
LEAN MANUFACTURING
and FLOW PRODUCTION
continuous flow
the target:
pipeline flow
29
LOT (BATCH)
PRODUCTION
VS.
FLOW
PRODUCTION
fake flow production

the conveyor method
eureka_conv1
eureka_conv2
30
batch production vs.

one-piece flow
one-piece flow
one-piece-flow_longer
one-piece-flow_foi
analysis
LEAN
THINKING
what is it?
31
are Lean Thinking

and Flow Process
principles and
techniques suited
to all industries?
The answer is always:
yes!!
32
introducing:
LEAN
PROJECT MANAGEMENT
basics
Lean Project
Management
foreword
dehli_construct
33
spot the waste!

Construction Industry 1
EXAMPLES
cpt_sme_construct_short
any correlation between what you have seen and your work of every
every day?
Any similitude?
Moving
Filing
Answering
Attending
Attending
Reporting
Preparing
Waiting
Observing
Check list:
Meetings spot
spot meetings in the passage
passage
Giving instructions Receiving instructions
Doing things in case

case or why not?
not?
Ordering things SettingSetting-up things Making sure..
Checking Inspecting - Supervising
Talking Clarifying Explaining Illustrating

Illustrating
Chatting - Phoning Taking this

this call
call
Putting pressure Chasing - Expediting Dealing

Dealing
Managing Authorising, approving Getting right

right
Does all this create

value for your clients?
34
LEAN PROJECT MANAGEMENT
taking the lean way

taking
the lean
way
specific tools/techniques for:
LEAN PROJECT MANAGEMENT
the PPC and its intelligent use

the Last Planner approach
35
Lean Project
Management in
Multi-Project
situations
the TOC approach
multitasking
projecttoc
can construction
become different?
look at this!!
san diego
36
a world-class
project-driven
enterprise
aea_wcp
or
aea_wcp_longer
Lean
Maintenance
what is it?
37
Lean Maintenance
definition
Lean Maintenance is the

systematic deployment of
Lean principles in all
maintenance-related activities
in Maintenance of all kinds
spot the waste!

Maintenance World
EXAMPLES
maintenwaste
38
CONCURRENT
(SIMULTANEOUS)
ENGINEERING
39
CONCURRENT ENGINEERING
...another Terminator of
Adam Smith theories...
Lean Plant
Management
what is it?
40
LPM and PEOPLE
Lean Maintenance &

A course presented by Carlo Scodanibbio
Organised by
CREDITS: the documentary material of this course is based on papers
papers and works of
K.Arai
M.Baldini
N.Bodek
W.F.Christopher
T.Conti
E.del Turco
41
Lean Maintenance &

a cultural revolution
Lean Maintenance & Lean Plant Management

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Lean Maintenance Management

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Carlo Scodanibbio presents:

a training event organised by

Nothing lasts forever

run it till it breaks

Low cost (until equipment fails)

about RISK & RELIABILITY

about RISK & RELIABILITY

RELIABILITY CENTRED MAINTENANCE

RELIABILITY CENTRED MAINTENANCE

RBM RISK BASED MAINTENANCE

IPF INSTRUMENT PROTECTIVE FUNCTIONS

SHUTDOWN (TURNAROUND) MAINTENANCE

The terms: shut down

FORCED (UNPLANNED) OUTAGE MAINTENANCE

(or part of it) that is unwanted, unplanned and

An unplanned outage can be dealt with:

LOSSES AND EQUIPMENT EFFECTIVENESS

LOSSES AND EQUIPMENT EFFECTIVENESS

Associating the Six

TAKING THE TPM WAY..

THE GENERAL TPM APPROACH

REDUCING AND ELIMINATING CHRONIC LOSSES

5 Approaches or combination, as applicable:

CHRONIC LOSSES FINAL REMARKS

The new relationship between

Corrective Maintenance (sporadic, ad hoc)

the marriage TPM/RCM

MEASURING TPM EFFECTIVENESS

MEASURING TPM EFFECTIVENESS

REDUCING OVERALL COSTS OF

MEAN TIME BETWEEN FAILURES (MTBF)

LIFECYCLE OF PROJECT WITH

clear definition of tasks at all levels

.then the world changed.

why enterprises dont perform...

.we have gone into the

the world-class enterprise

fake flow production

batch production vs.

are Lean Thinking

The answer is always:

spot the waste!

Giving instructions Receiving instructions

Doing things in case

Ordering things SettingSetting-up things Making sure..

Checking Inspecting - Supervising

Talking Clarifying Explaining Illustrating

Chatting - Phoning Taking this

Putting pressure Chasing - Expediting Dealing

Managing Authorising, approving Getting right

Does all this create

LEAN PROJECT MANAGEMENT

taking the lean way

specific tools/techniques for:

LEAN PROJECT MANAGEMENT

the PPC and its intelligent use

Lean Maintenance is the

spot the waste!

LPM and PEOPLE

Lean Maintenance &