Đang tải... (xem toàn văn)
Models lean lean maintenance reduce costs improve quality and increase market share - Plant Engineering Book
Lean Maintenance Lean Maintenance Ricky Smith Bruce Hawkins AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2004, Elsevier Inc All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (+44) 1865 843830, fax: (+44) 1865 853333, e-mail: permissions@elsevier.com.uk You may also complete your request on-line via the Elsevier homepage (http://elsevier.com), by selecting “Customer Support” and then “Obtaining Permissions.” Recognizing the importance of preserving what has been written, Elsevier prints its books on acid-free paper whenever possible Library of Congress Cataloging-in-Publication Data Smith, Ricky Lean maintenance : reduce costs, improve quality, and increase market share / Ricky Smith and Bruce Hawkins p cm.—(Life cycle engineering) Includes index ISBN 0-7506-7779-1 Production management Manufacturing processes Just-in-time systems I Hawkins, Bruce II Title III Series TS155.S635 2004 658.5—dc22 2003026393 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library ISBN: 0-7506-7779-1 For information on all Butterworth–Heinemann publications visit our Web site at www.bh.com 04 05 06 07 08 09 Printed in the United States of America Dedication Contributing Authors to the Lean Maintenance book were Randy Heisler, Dan Dewald, and Erich Scheller Thanks to Joe Dvorak and Kevin Campbell, with Northop Grumman Newport News Shipyard, for providing us with the stimulation to write this book Thanks to John Day, formerly with Alumax, for giving us the vision of true maintenance Very special thanks to Bill Klein for all of his contributions to this book Without Bill this book would not be possible We also want to offer thanks to Jim Fei, Chairman and CEO of Life Cycle Engineering, Inc Without Jim’s understanding and commitment to the engineering and maintenance community, this could not have happened v Contents Common Ground 1.1 THE HISTORY AND EVOLUTION OF LEAN, 1.1.1 Manufacturing Evolves, 1.1.2 The Influence of Henry Ford, 1.1.2.1 Waste—The Nemesis of Henry Ford, 1.1.2.2 Ford’s Influence on Japanese Manufacturing, 1.1.3 Japan’s Refinement of Ford’s Mass Production System, 1.1.3.1 The Kaizen Process, 1.2 LEAN MANUFACTURING AND LEAN MAINTENANCE, 10 1.2.1 Elements of Lean Manufacturing, 10 1.2.1.1 Lean Thinking and the Lean Organization, 12 1.2.1.2 The Role of Maintenance, 13 1.3 GOVERNING PRINCIPLES: WHAT IS LEAN AND WHAT IS NOT, 14 1.3.1 What Lean Manufacturing Isn’t, 14 1.3.2 What Lean Manufacturing Is, 16 1.4 RELATIONSHIPS IN THE LEAN ENVIRONMENT, 16 1.4.1 Information Integration in the Lean Organization, 16 1.5 SUMMARY OF LEAN CONCEPTS, 17 Goals and Objectives 20 2.1 THE PRIMARY GOALS AND OBJECTIVES OF MANUFACTURING, 20 2.1.1 Sales, 21 2.1.2 Production, 22 2.1.3 The Manufacturing Budget, 22 2.1.3.1 Budget Elements, 23 2.1.3.2 Controlling Costs, 23 2.1.3.3 Optimizing Maintenance as a Cost Control Measure, 27 2.1.3.4 CPU—The Bottom Line, 29 2.1.4 Growth and Continuous Improvement, 31 2.2 INTEGRATING LEAN GOALS WITH MAINTENANCE GOALS, 31 2.2.1 Maintenance Objectives and Goals, 31 vii viii Lean Maintenance 2.2.1.1 Maintenance Objectives, 32 2.2.1.2 Maintenance Goals, 33 2.3 THE NEED FOR, AND GAINING, COMMITMENT, 35 2.3.1 The First Step: Top Level Management Buy-in, 35 2.3.1.1 The Good, 36 2.3.1.2 The Bad and the Ugly, 36 2.3.2 Selling at Each Level, 37 2.4 MEASURING PROGRESS, 38 2.4.1 Metrics, 38 2.4.2 Selecting Performance Indicators and Key Performance Indicators, 41 2.4.3 Maintain and Publish the Track, 53 Total Productive Maintenance (TPM) 55 3.1 TPM (FINE-TUNED) IS LEAN MAINTENANCE, 55 3.1.1 Elements and Characteristics, 55 3.1.1.1 Organization, 59 3.1.1.2 Work Flow and the Work Order, 64 3.1.1.3 Support Functions, 67 3.1.2 Best Maintenance Practices and Maintenance Excellence, 67 3.1.3 Maintenance Skills Training and Qualification, 71 3.1.4 MRO Storeroom, 74 3.1.5 Planning and Scheduling, 76 3.1.6 CMMS (Computerized Management Maintenance System), 78 3.1.7 Maintenance Documentation, 84 3.1.8 Maintenance Engineering, 91 3.2 FINE-TUNING TPM USING RELIABILITY CENTERED MAINTENANCE (RCM), 91 3.2.1 What RCM Accomplishes, 92 3.2.1.1 The Origins of RCM, 92 3.2.1.2 Properties of RCM, 93 3.2.2 Integrating RCM and TPM, 95 3.2.2.1 Equipment Criticality and Maintenance Priorities, 96 3.2.2.2 Reliability Engineering, 96 Pre-Planning for Lean Maintenance 105 4.1 GAINING KNOWLEDGE / IMPARTING KNOWLEDGE, 105 4.1.1 Selecting the Lean Maintenance Project Manager, 105 4.1.1.1 Necessary Attributes of Lean Maintenance PM, 106 4.1.1.2 Lean PM Duties and Responsibilities, 106 4.1.2 What You (the Lean PM) Should Know, 107 Table of Contents ix 4.1.3 Who Else and How to Familiarize Support Activities, 113 4.1.3.1 Educating the Project Team, 113 4.2 THE TRANSFORMATION ROADMAP, 114 4.3 LEAN MAINTENANCE TRANSFORMATION KICK-OFF MEETING, 121 4.4 PHASE 1: DEVELOPING THE POA&M AND THE MASTER PLAN, 123 Launching the Master Plan (POA&M) 125 5.1 THE SEQUENCE OF EVENTS, 125 5.1.1 Phase 2—The Lean Preparation Phase (Education), 126 5.1.1.1 5-S (Visual), 126 5.1.1.2 Standardized Work Flow, 128 5.1.1.3 Value Stream Mapping, 130 5.1.1.4 Just-in-Time (JIT) and Kanban “Pull” System, 132 5.1.1.5 Jidoka (Quality at the Source)—Poka Yoke (Mistake Proofing), 133 5.1.1.6 Shewhart Cycle (PDSA), 133 5.1.2 Lean Pilot (Phase 3), 135 5.1.2.1 Selecting the Project, 135 5.1.2.2 The Pilot Kaizen Events, 138 Mobilizing and Expanding the Lean Transformation 141 6.1 MOBILIZING LEAN IN THE MAINTENANCE ORGANIZATION (PHASE 4), 141 6.1.1 Teams and Activities in Phase 4, 142 6.1.1.1 5-S and Visual Cues Campaigns, 144 6.1.1.2 Autonomous Operator Maintenance, 145 6.1.1.3 Action Team Leader Knowledge Sharing, 147 6.1.1.4 Completing Maintenance Mobilization, 148 6.1.2 Mobilization Brings Change, 149 6.1.2.1 New Roles for Management and Supervision, 149 6.1.2.2 A Change of Organizational Focus, 149 6.2 EXPANDING THE LEAN MAINTENANCE TRANSFORMATION (Phase 5), 151 6.2.1 Lean Expansion Major Efforts, 152 6.2.1.1 Expanding to Purchasing, 152 6.2.1.2 Expansion to Maintenance Engineering, 155 6.2.1.3 Expansion to IT Department, 158 Sustaining Lean—Long Term Execution 160 7.1 SUSTAINING CONTINUOUS IMPROVEMENT (PHASE 6), 160 7.1.1 Applying the Tools, 161 ... Congress Cataloging-in-Publication Data Smith, Ricky Lean maintenance : reduce costs, improve quality, and increase market share / Ricky Smith and Bruce Hawkins p cm.—(Life cycle engineering) Includes... Kaizen Process, 1.2 LEAN MANUFACTURING AND LEAN MAINTENANCE, 10 1.2.1 Elements of Lean Manufacturing, 10 1.2.1.1 Lean Thinking and the Lean Organization, 12 1.2.1.2 The Role of Maintenance, 13 1.3... Handbook seems to dwell on Lean Manufacturing and does not address maintenance, there is a purpose for that All Lean thinking— the premise of Lean Manufacturing and Lean Maintenance? ??is originally