This slide deck is a recap of the session presented by Anthony Manos at the MARTS Conference March 13, 2012 covering how to get to the real root cause of your maintenance issues.
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Marts Conference 2012: Getting to the Root Cause of Your Maintenance Issues
1. Getting to the Real Root Cause of
Your Maintenance Issues
Presented by
Anthony Manos
Š Profero, Inc. 2012
2. Learning Outcomes
⢠This session will help guide you how to get to the root cause of your
maintenance issues and breakdowns using real world examples and
practical steps.
⢠Case studies will be shared on how teams went about finding the
root cause of a problem and what happens when they didnât.
⢠Find out how to apply the â5 Whysâ and other tools effectively.
⢠See how to include scientific thinking in your maintenance
applications in a simple way.
⢠Develop better teamwork between maintenance
personnel, operators and management.
⢠Learn the six principles that will give you better maintenance
results.
⢠We all know we need to take better care of our equipment and
machines; this session will help show you how and why.
Š Profero, Inc. 2012
3. Agenda
⢠Case Study #1 â Fabricating a solution
⢠6 Principles for Better Maintenance
⢠Case Study #2 â Vibration nation
⢠Cool Tools for Better Maintenance
⢠Case Study #3 â Feed me
Š Profero, Inc. 2012
5. Background Information
⢠An excessive amount of parts coming out of an oven were
being sent to a over-temp (scrap) bin
⢠The operators lived with this condition for a while, but it was
reducing their productivity rates. They mentioned it to a
maintenance person. That maintenance person told the
supervisor. The supervisor told the manager.
⢠They thought that light coming in from the window was
interfering with the sensor unit reading so they decided to
fabricate a shield to go over the temperature probe.
⢠It took 24 man-hours (three days for a third shift maintenance
person) to fabricate the shield and install it.
Š Profero, Inc. 2012
7. Lessons Learned
⢠The operators reported that they still have some
issues with over-temp conditions
⢠They should of had the people involved (including the
operators) perform 5 Whys to get to the real root cause
⢠Spending 24 man-hours working on a solution
that doesnât actually solve the problem is not
a good solution
⢠They should have use that time to get to the real root
cause and implement the correct, permanent
solution.
Š Profero, Inc. 2012
9. 6 Principles for
Better Maintenance Results
1. Know thy equipment
2. Take the time to get to the root cause
3. Donât assume you already know the answer
(Donât stop at your first solution)
4. Verify your solution
5. Monitor your equipment
6. Improve your system
Š Profero, Inc. 2012
10. Know Thy Equipment
⢠Spend time to really learn the equipment
â inside & out
⢠Develop a Total Productive Maintenance System
and Autonomous Maintenance (TPM & AM)
⢠Consider performing TPM Events focused on
specific equipment or machines
⢠Include operators and maintenance
personnel
⢠Have the correct manuals & repair parts
Š Profero, Inc. 2012
11. Take the Time to Get to the Root Cause
⢠Find the real root
cause
⢠It may take a little
work, it might not be
easy, you probably
donât have time â roll
up your sleeves and get
to work
⢠Know when to say
when â Will the
problem reoccur?
Š Profero, Inc. 2012
12. Donât Assume You Already Know the
Answer
⢠Your first solution is wrong
⢠Donât stop at your first solution
⢠Get to the real root cause â donât just assume!
⢠Test your theories out â use the scientific
method
⢠Listen to othersâ points of view
Š Profero, Inc. 2012
13. Monitor Your Equipment
⢠Find a way to track the effectiveness of your
equipment â OEE
⢠Make sure that the PMs are being done
correctly and on-time
⢠Use your operators as a key source of
information
⢠Make it visual!
Š Profero, Inc. 2012
14. Improve Your System
⢠Even if your equipment is performing
adequately think of ways to make it better
⢠Include training into your maintenance system
for operators, maintenance
personnel, engineers and management
⢠Get suggestions from workers on how to
improve your maintenance system
Š Profero, Inc. 2012
16. 5 Whys
⢠Ask âWhyâ five times to help get to a root
cause
⢠Doesnât always have to be five; could be
more, could be less
⢠Good for simple issues (not complex ones)
⢠Verify solution before proceeding to next
âWhy?â
Š Profero, Inc. 2012
17. Cause & Effect
⢠A.k.a. Fishbone or
Ishikawa diagram
⢠Head = effect
⢠Bones = causes or
variables
⢠Categories 5Ms (E+C or
other)
Š Profero, Inc. 2012
18. Scientific Thinking
⢠Change one thing at a
time and see what
happens
⢠Easy to teach, easy to
learn
⢠Gain valuable insights â
including what worked
and what didnât
Š Profero, Inc. 2012
19. Developing Teamwork
⢠Work together
⢠Help each other be
right (not wrong)
⢠Listen
⢠Use facts and data (vs.
assumptions, intuition or
opinion)
⢠Be open-minded
⢠Problems are
o.k., solutions are
even better
Š Profero, Inc. 2012
20. Case Study #2
Vibration nation
Š Profero, Inc. 2012
21. Background Information
⢠The vibrating bowl would shake violently on start-
up and shut-down. There was a comment that
âyou wouldnât want to be near it when it started
or stopped.â
⢠This caused the parts to âjumpâ on top of each
other or lie next to each other. This could cause a
jam in two different areas of the delivery feed
system. If the parts jammed the operator would
not know until no more parts where delivered to
the machine. This would cause downtime and
other quality problems.
Š Profero, Inc. 2012
22. 5 Whys
5 Whys Gone Wrong
1. Why are there no more parts?
Because the parts got jammed.
2. Why did the parts get jammed?
Because they were on top of each other and
wouldnât fit.
Ah-ha! Add a piece that only allows one part to
go through at a time!
Š Profero, Inc. 2012
23. 5 Whys
Good idea, it just doesnât get to the root cause and the
violent shaking will eventually cause other problems.
Letâs try 5 Whys again
1. Why are there no more parts?
Because the parts got jammed.
2. Why did the parts get jammed?
Because they were on top of each other and couldnât fit.
3. Why are they on top of each other?
Because the motors shake violently on start and stop.
Ah-ha! Adjust the counter-weights on the motors of the
bowl feeder!
Š Profero, Inc. 2012
24. 5 Whys
THIS IS NOT THE ONLY REASON â be careful of going down the wrong
road. Look for simple solutions whenever possible
One more try
1. Why are there no more parts?
Because the parts got jammed.
2. Why did the parts get jammed?
Because they were on top of each other and couldnât fit.
3. Why are they on top of each other?
Because the motors shake violently on start and stop.
4. Why do the motors shake violently on start and stop?
Because the feedback circuit isnât adjusted correctly.
Ah-ha! Adjust the feedback circuit!
Š Profero, Inc. 2012
25. 5 Whys
This actual fixes the problem, but it doesnât prevent it.
Finally!
1. Why are there no more parts?
Because the parts got jammed.
2. Why did the parts get jammed?
Because they were on top of each other and couldnât fit.
3. Why are they on top of each other?
Because the motors shake violently on start and stop.
4. Why do the motors shake violently on start and stop?
Because the feedback circuit isnât adjusted correctly.
5. Why was the feedback circuit out of adjustment?
It wasnât labeled and it was changed by mistake.
Ah-ha! Label the circuits and mark the correct settings!
Š Profero, Inc. 2012
26. 5 Whys
Other Lessons Learned
⢠When the operator took the initiative and asked if there was
anything that could be done, he was told that there werenât
any ways to make the adjustment.
⢠When the operator asked another person, they said it would
take a lot of effort to change the counter-weights.
⢠Then the operator asked another person, and they said
âSure, itâs easy to adjust the circuit.â
⢠It took longer to get the panel off of the control box than it did
to make the adjustment.
⢠When the machine ran on second shift that night, there were
no jams at all.
Š Profero, Inc. 2012
28. Feed Chain Example
⢠While performing a
TPM Event on a
packaging machine the
team noticed that many
of the grippers on the
feed chain were
damaged or
missing
⢠Why?
Š Profero, Inc. 2012
29. Easy Fix!
⢠The quick and easy solution would be to repair
or replace the damaged grippers
⢠Would that really solve the problem?
Š Profero, Inc. 2012
30. TPM Event - Drive Chain
⢠What was the cause of
the missing damaged
grippers?
⢠An aluminum block was
discovered rubbing
against the chain
⢠Why was this block
rubbing against the
chain?
31. Find the Cause
⢠The chain was rubbing
against the aluminum
block for so long that it
created a deep groove
⢠The operator thought he
heard strange sounds
when the machine was
running
⢠The maintenance expert
didnât even know why the
block was rubbing against
the chain
Š Profero, Inc. 2012
32. Finding the Root Cause
⢠It took a while to
determine the real root
cause â the push rod was
loose and extended too
far causing the carriage to
go too far and rub into
the chain
⢠Solution â lock nut and
marker (visual indicator
to see if it becomes loose
again) â added to
Autonomous
Maintenance (AM)
Š Profero, Inc. 2012
33. Teamwork
⢠The team worked together and used other
tools like Fishbone, brainstorming, etc.
⢠The manager decided to spend more time
training the operators and technicians
Š Profero, Inc. 2012
36. Resources
TPM Blitz DVD âImplementing TPM:
by SME & AME The North American
Experienceâ by Charles
J. Robinson and
Andrew P. Ginder
Maintenance Gauge Range
Stations and
Maintenance
Tags
Motor Fan
Filters
Available at
www.5Ssupply.com
Š Profero, Inc. 2011
37. Wrap-up
⢠This session will help guide you how to get to the root cause of your
maintenance issues and breakdowns using real world examples and
practical steps.
⢠Case studies will be shared on how teams went about finding the
root cause of a problem and what happens when they didnât.
⢠Find out how to apply the â5 Whysâ and other tools effectively.
⢠See how to include scientific thinking in your maintenance
applications in a simple way.
⢠Develop better teamwork between maintenance
personnel, operators and management.
⢠Learn the six principles that will give you better maintenance
results.
⢠We all know we need to take better care of our equipment and
machines; this session will help show you how and why.
Š Profero, Inc. 2012
40. Developer
Anthony Manos
Tony Manos is a Catalyst with Profero, Inc., âLeaders
in Leanâ, where he provides professional consulting
services to organizations focusing on implementing
Lean Enterprise. Mr. Manos has extensive
knowledge of Lean and quality in a wide range of
work environments. Tony is trained and certified by
the National Institute for Standards and Technology
(NIST) U.S. Department of Commerce in all elements
of Lean manufacturing.
As a member of American Society for Qualityâs (ASQ)
faculty, he teaches a two-day course in Lean
Enterprise and a one-day course on Kaizen. Tony is
the past Chair of the Lean Enterprise Forum of ASQ.
He is a senior member of the Society of Contact information:
Manufacturing Engineers (SME) and a member of
the Association for Manufacturing Excellence (AME). Anthony Manos
He is part of the team that developed the Lean Catalyst
Certification for AME, SME and the Shingo Prize. Profero, Inc.
Mr. Manos served in the United States Navy nuclear 9270 Corsair Road Street, Suite 18
propulsion program and holds and MBA from the Frankfort, IL 60423
University of Illinois at Chicago.
C 312.718.0078
F 815.469.5678
E: anthony.manos@proferoinc.com
www.proferoinc.com
Š Profero, Inc. 2010