Lean Maintenance is gaining traction as a sound strategy to keep equipment running and productivity humming. The hardest part is getting started. On Thursday, March 20 at 1 p.m. CDT, Plant Engineering will present a Webcast that looks at the steps needed to implement a sound Lean Maintenance strategy on your plant floor and to begin to reap the benefits. Learning objectives: -The value of Lean Maintenance as a plant-floor strategy and the history of lean -The steps and tools needed to get started down the road to Lean -Getting plant-floor buy-in from line workers -Incorporating technology into Lean maintenance

1. Principles of Lean Maintenance
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2. Today‟s Webcast Sponsor:

3. Learning Objectives:
1. History of Lean
2. Link from Lean to Maintenance
3. Tools of Lean Maintenance
4. Process for a Lean Pursuit

4. Technical Questions and Support
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5. • Shon Isenhour
CMRP, Director of Education,
Allied Reliability Group
• Bob Vavra
Content Manager and Moderator,
Plant Engineering
Speakers

6. Lean Maintenance and Reliability
“Increase Flow & Reduce Waste”
Mr. Shon Isenhour, CMRP CMP
www.ReliabilityNow.com

7. Outline
• The Evolution of Lean
• The Heart of Lean
• 5S
• Muda
• Kaizen
• Poka Yoke
• Overall Lean Objectives

8. The Evolution of Lean
• Who was the first person to talk
about increasing profits without
increasing revenue?
Benjamin Franklin

9. The Evolution of Lean
• Invented the concept of
Interchangeable parts and
assembly lines while producing
rifles?
Eli Whitney

10. The Evolution of Lean
• Invented the concept of
Standardized Work and Time
Studies
Frederick Taylor

11. The Evolution of Lean
• Invented the concept of
Process Charts and Motion
Studies
Frank Gilbreth

12. The Evolution of Lean
• The father of manufacturing strategy.
• Referenced Benjamin Franklin as
inspiration in his 2 books, My Life and
Work and Today and Tomorrow.
• Had a passion around the elimination of
waste (specifically wasted time).
Henry Ford

13. The Evolution of Lean
• The Father‟s of Total Quality
Management and Statistical
Process Control
W. Edwards Deming
J.M. Juran

14. The Evolution of Lean
• CEO and Chairman of Toyota
• Studied at The Ford Motor
Company
• Brought Toyota into profitability
Eiji Toyoda

15. The Evolution of Lean
• Toyota‟s Chief Engineer
• Studied at The Ford Motor Company
• Conceptualized the pull system
(kanban) from observing American
supermarkets.
Taichi Ohno

16. The Evolution of Lean
• Consulting Engineer to Toyota
• Poka-Yoke
• Single Minute Exchange of Dies
(SMED)
Shigeo Shingo

17. Confused
• “We don‟t have the time or
resources to work on a reliability
improvement initiative right now
as we are too busy implementing
Lean.”
• We don‟t need that reliability
stuff…we‟ve got Lean and that‟s
all we need.

18. Unification Theory
• Unified Field Theory
– Attractive forces are all the same
• Gravitation
• Weak Nuclear Force
• Strong Nuclear Force
• Electromagnetic Force
• Unified Reliability Theory
– Essential portion of all improvement strategies are all the
same
• Lean
• Reliability
• Six Sigma

19. Mura
Muri
MudaHansei
Kaizen
Yokoten
The Heart of LEAN
Undesirable condition
is found in the system
This condition leads
to extra work or
extra effort
The extra work is
wasted effort and must
be eliminated
Accountability for the
error and responsibility
for correction is taken
The system is changed
to prevent the variation
from recurring
Spread what has been
learned to other areas

20. Lean to Reliability to Operational Excellence

21. Lean Maintenance & Reliability Model

22. The 8 Wastes of Lean Maintenance and Reliability
Defects impacting asset health
Overtime
Work execution delays
Non-Value Adding Preventive Maintenance Tasks
Technology underutilization
Inventory overages and slow-movers
Material defects
Errors in Process, People and Procedures

23. 5S
• “Seiri” – Sort (tidiness and/or organize)
– The workplace is rid of anything that is unnecessary.
• “Seiton” – Straighten (orderliness)
– The workplace must be arranged in a systematic manner that will
encourage efficiency and will reduce unnecessary travel and/or motion.
• “Seiso” – Shine also Scrub (cleanliness)
– Machines must be kept clean making leaks and other defects more
easily recognized.
• Seiketsu – Standardize
– Everyone maintains the same basic standards for cleanliness in the
workplace.
• Shitsuke – Systematize, Sustain
– Maintaining a culture of discipline. Workplace standards are maintained
day after day. Once attained, the workplace is kept safe and efficient.

24. 5S Numbers Game

25. Without 5S
Starting from 1, how high can you count the
numbers from 1 to 30 in 15 seconds?

26. Sort - Remove what is not needed
Now, how high can you count the numbers from 1 to
30 in 15 seconds?

27. Simplify - Organize
Now, how high can you count the numbers from
1 to 30 in 15 seconds?

28. Standardize – Put in order
Now, how easy can you count the numbers
from 1 to 30 in 15 seconds?

29. Sustain - What‟s Missing?
See how easy it is to recognize abnormalities and
Sustain when you use the 5S Process.

30. A Comparison of 5S & PME
5S PME
Organized: Distinguish between the less
essential and the necessary.1
Seiri
“Separate”
Step 1: Eliminate all non-value added tasks from
the PM.
Neat: Put things where they best meet
their functional purpose. 1
Seiton
“Straighten”
Step 2: Reassign appropriate tasks to
operations or to lubrication routes.
Clean: Inspect for and eliminate waste,
dirt and damage.1
Seiso
“Scrub”
Step 3: Eliminate all tasks that do not directly
address a specific failure mode.
Standardized: Maintain known, agreed
upon conditions.1
Seiketsu
“Standardize”
Step 4: Ensure all remaining tasks follow a
standardized format including clear definition,
specific steps, necessary safety warnings,
appropriate tools and required parts.
Disciplined: Practice the habit of doing
what is required even if its difficult.1
Shitsuke
“Systematize”
Step 5: Make sure all tasks are quantitative in
nature with specific, measurable activities
detailing nominal measurements with minimum
and maximum allowable limits.
1 – A Second Look At 5S, James Van Patten, Quality Progress, October 2006

31. PM Evaluation
Break each
Sample PM
into Tasks
Total PM Tasks
and Man-Hours
Categorize PM Task
Recommendations

32. PM Evaluation - Categorize PM Recommendations
PM Task Action
Recommendation
# of Tasks % of Tasks
Man-Hours
Represented
Non-Value Added
(Delete)
1,640 8.2% 6,661
Reassign to Operator
Care
1,380 6.9% 5,605
Reassign to Lube
Route
2,856 14.3% 11,600
Replace with PdM 6,437 32.2% 28,222
Re-Engineer 5,200 26.0% 26,221
No Modifications
Required
2,487 10.4% 8,987
Totals 20,000 100.0% 87,297
Source: Allied assessment at a Steel Mill

33. Muda #1 – Over Production
• Lean Definition:
– Making more than what is needed or making it earlier than
needed
• Reliability Application:
– Over-maintenance
• Elimination Strategy
– Develop a deeper understanding of the true nature of the
equipments failure patterns and adjust the maintenance strategy
to match.

34. Muda #2 - Transportation
• Lean Definition:
– Moving products farther than is minimally required.
• Reliability Application:
– Excessive side trips by crafts personnel during work execution
• Elimination Strategy
– Improved maintenance job planning and improved job plan
procedures.
– Create an accurate Bill of Materials for each asset.
– Insure parts are stored, maintained and transported in a manner
that does not reduce their life cycle.
– Use CBM technologies to help troubleshooting

35. Muda #3 - Waiting
• Lean Definition:
– Products waiting on the next production step, or people waiting
for work to do.
• Maintenance and Reliability Application:
– Instead of people waiting for work to do, it is people waiting to do
work. The job is planned and may in fact be planned well, but the
timing with operations was poorly coordinated. The inter-
functional coordination was non-existent or at best disconnected.
• Elimination Strategy
– Inter-departmental communication and coordination must rise to
the top of the list of priorities.

36. Muda #4 - Inventory
• Lean Definition:
– Having more inventory than is minimally required. Excess
Inventory. Deadliest type of waste.
• Maintenance and Reliability Application:
– Organizations who continue to operate in a reactive manner,
never know what is going to break next. And as such, a large
amount of spare parts need to warehoused on-site or nearby for
the next emergency.
• Elimination Strategy
– Implement inspection strategies that detect defects earlier and
thus allow more time to respond..

37. Muda #5 - Motion
• Lean Definition:
– People moving or walking more than minimally required.
• Maintenance and Reliability Application:
– Poor Wrench Time
– Troubleshooting
– Poor Craft Skills creates rework
• Elimination Strategy
– Improved Planning
– Better inspection methods
– Improved procedures and improved craft skills

38. Work Sampling
It might look something like this. . .

39. Removing the Waste
Activity Internal External Change or Improve
Receiving
Instructions
Yes Yes Flow of Information; Procedures
Obtaining Tools &
Materials
Yes Yes 5S; Material Flow; Standard Work
Travel Yes No 5S; Standard Work
Coordination
Delays
Yes Yes 5S; Standard Work
Late Start/Early
Quit
Yes Yes Performance & Reward System
Idle Time at Job
Site
Yes Yes Material Flow
Authorized Breaks Yes No Teamwork; Standard Work
Excessive Personal
Time
Yes Yes Performance & Reward System
Active Repair Time
No Yes
5S; Workflow; Design Features;
Standard Work

40. Muda #6 – Processing Itself
• Lean Definition:
– Stand alone processes that are not linked to upstream or
downstream processes.
– Not combining tasks to simplify the process
– Essentially, „processing itself‟ = process simplification
• Maintenance and Reliability Application:
– Overly complex design
– No standardization of parts across like machines
• Elimination Strategy
– Maintainability and parts standardization must become a major
focus of design/redesign efforts.

41. Muda #7 – Defects
• Lean Definition:
– The effort involved in inspecting for and eliminating defects.
• Maintenance and Reliability Application:
– For maintenance, defects are the deadliest type of waste.
– It is not the presence of defects that plague an organization, it is
how that organization deals with those defects.
• Elimination Strategy
– Immediately begin the planning process to deal with the defect
and then identify and eliminate the root cause of the problem.

42. Organizationally Focused on Eliminating Defects
OEE + Losses = Total Cost of Production
Store Operate
Defects Defects Defects
Rate, Quality, &
Downtime Losses
Buy
Defects
Install/
Startup
Defects
Maintain
Defects
Adaptation of model
originally published by
The RM Group Inc
Knoxville, TN. Used with
permission from Ron
Moore.
Overall Equipment
Effectiveness
Design

43. P-F Curve

44. Muda #8 - Safety
• Lean Definition:
– Unsafe work areas creates lost work hours and expenses.
• Maintenance and Reliability Application:
– A decrease in emergency repairs always results in a
decrease in safety incidents.
• Elimination Strategy
– And an increase in reliability has proven time and time
again to produce a decrease in injury rates.

45. Reliability (OEE) Impact on Safety
Source: Ron Moore, Making Common Sense Common Practice.

46. Muda #9 - Information
• Lean Definition:
– The age of electronic information and enterprise resource
planning systems (ERP) requires current / correct master data
details.
• Maintenance and Reliability Application:
– Machinery configuration and component attribute data needs to
be correct.
– All labor and materials should be captured on the correct work
order.
• Elimination Strategy
– A culture of information discipline must be fostered

47. Kaizen
• Not an event…but an attitude
• “the willingness to constantly pursue
improvement one small step at a time.”
• Not big projects or major initiatives, but tiny
changes every single day
• Gentle pressure, relentlessly applied

48. Pursuing Lean Maintenance & Reliability
• Identify the Process
– VSM, Process Plots, Six Sigma, Work Sampling Study, etc.
• Identify Waste
– Muda
– Non-value Added Tasks
• Convert Waste to Value-Added Work or Eliminate
• Document New Process
– Create Standard Work (e.g. Effective Work Procedures)
• Continually Improve Everything
– Daily Management
• Monitor Progress
– Track Process Lead Time

49. Thank You!
Questions?
Shon Isenhour CMRP
www.ReliabilityNow.com
843-810-4446

50. • Shon Isenhour
CMRP, Director of Education,
Allied Reliability Group
• Bob Vavra
Content Manager and Moderator,
Plant Engineering
Speakers

51. Thanks to Today‟s Webcast Sponsor:

52. Principles of Lean Maintenance
Sponsored by: