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- Category: DAK Academy Support
Beyond Zero Breakdowns
Even with stable operation, it is not uncommon for jams, fallen bottles and electrical trips to reduce the Mean Time Between Intervention (MTBI) for production operators to minutes. Although plan achievement levels will be high, each minor stop reduces capacity, adds to energy costs and increases the risk of human error and quality defects.
By comparison, leading organisations have mean time between intervention measured in hours if not shifts. In addition to freeing up time, that extends component life, improves material yield, reduces quality defects and saves energy. That also improves process resilience and the ability to flex output to match customer demand.
Delivering these gains involves actions to sustain basic conditions with less effort, enhance problem detection and improve the quality of maintenance.
TPM Centre of Excellence Part 3
The causes of Idling and minor stops are easily overlooked when production plans are based on asset demonstrated capability rather than Asset capability.
As long as the plan is achieved, there is little pressure to do more but minor stops are major contributors to the instability that results in quality defects.
This support plan enhances TPM Centre of Excellence capabilities to systematically remove the causes of unplanned interventions. The same tool set can then be applied to reduce levels of planned intervention and progress towards no touch production.
Support Plan Structure
1: Take stock and encourage new thinking.
- Readiness Review: Assess strengths, weaknesses, improvement potential and develop recommended next steps
- Plan the plan: Develop forward workplace learning projects
2: Raise performance and release potential
- Training Workshop: The improvement glide path for minor defects
- Core team sessions: Categorise defects and causal factors
- Review equipment capability
- Enhance installation precision
- Improve ease of use and maintenance
- Enhance precision of adjustments, jigs and fixtures
- Enhance set up precision.
3: Build capability and engagement
- Mid project review, policy development and forward planning
- Prioritise minor defect hot spots
- Establish control points and methods for defect control
- Extend Mean Time Between Intervention
- Stabilise and extend component life
- Increase standard speed.
4: Deliver the full potential
- Capture lessons learned as Policy Standads and roll out to other areas
Support Plan Example
Below is an example of a support plan to develop capabilities, guide and facilitate the systematic reduction of defects and minor stops (Follow the links for more details)
A. Diagnostic Session:
Daily Management Best Practice for Manufacturing Leaders
Format: 2 hour online
This short on line awareness workshop is designed to both raise awareness and assess current practices against benchmarks for the daily management best practices used by award winning and well respected organisations. These processes are at the heart of the capability to ratchet up performance through actions to simultaneously:
- Build shift/area team capabilities
- Develop insight and learning to underpin year on year improvement in effectiveness.
- Raise operational resilience and release time to proactively adapt to changes in new products, technology and statutory legislation
B. Mobilisation Training:
The outputs from the awareness session include an action plan which is likely to include the mobilisation of a cross functional team. Below are training sessions which are designed to facilitate the launch of an improvement projects and workplace learning cycles.
Format 3 Day training workshop or individual training modules over 4 to 12 weeks.
This is a course designed to support those tasked with achieving the challenging but achievable TPM goal of zero breakdowns.
At the heart of the TPM process are practical, cross functional team processes that systematically improve Overall Equipment Effectiveness as part of the daily routine.
This provides local and senior leadership with the levers to engage production and engineering personnel with a shared improvement agenda to ratchet up performance.
Format: 3 Day training workshop or individual training modules over 4 to 12 weeks.
Learn how apply the Lean Maintenance to build on existing good practices and improve:
- Lean Asset maintenance execution through standard work that:
- Remove the causes of accelerated wear and human error.
- Improves working methods, speeds up skill development and simplifies spares management.
- Lean Execution to support
- Process optimisation
- Workflow Management,
- Problem Prevention toolsets
- Lean Management to
- Stabilise and extend component life
- Improve use of skills and flexibility
- Enhance data analysis and CMMS added value
- Project manage shutdowns or the introduction of new equipment, systems, products and services.
The content includes lessons from well known and award winning organisations to explain how engaging Maintenance within a Lean programme can deliver as much as 50% more in terms of year on year gains
C. Implementation Support:
Developing First Line Leadership Skills
Format: Online 4 sessions
First Line and Mini Business Leaders are at the heart of any organisations ability to deliver value to customers. They are the ones who can make an organisation run like clockwork. As customer expectations ratchet up and the pace of technology accelerates, their role is evolving. This training workshop will provide participants with a road map to equip First Line leaders with the knowledge and skills to drive practical changes through their teams.
Front Line Skill Development Best Practice
Format: 2 Day in house training workshop and follow up coaching
The course content covers best practices for
- Role and task design
- Including the use of standards to accelerate learning
- Balancing team skill profiles
- Including issue response and resolution
- Asset and individual learning plans
- Training and compliance feedback
- Including methods improvement and standardisation
- Work instruction ownership and review
The course includes a systematic review of existing processes and work routines to surface barriers and identify actions to resolve them.
Take Control
Minor stops can become accepted as inevitable yet the most common reasons why they are not dealt with can be described as "gaps in the fabric of management" relating to
- What to do when things go wrong: When complex problems such as minor stops are encountered, with the pressure of production output, the simplest thing to do is restart the machine. As the root causes are never dealt with they will resurface in the future.
- How to manage change: That covers processes used to introduce new ideas and priming the ideas pump to make people curious about what could be done to improve the current state.
- How to encourage behaviours that:
- Reinforce standards of work and highlight capability gaps
- Make it easy for front line roles to highlight and resolve missing or complex work routines.
- Develop capability, build on new ideas and share lessons learned.
The gains from fixing these "gaps in the fabric of management" are significant but in most cases, those gaps never feature in performance reports.
In most cases the countermeasures are low cost or even no cost.
Get Better
The tables below summarise role based capabilities to systematically remove the causes of short stops together and learning plans for each role.
Business Leader Capabilities
Who |
Capability |
Learning Plan |
Business Sponsor |
Design of improvement glide path and KPI measures to track and guide progress. Coaching and mentoring improvement leaders. |
Improvement glide path benchmarks, Loss Tree Analysis. |
CI Manager |
Facilitating change and cultural development. |
Focussed improvement tactics, Team facilitation, Leadership Coaching and Workplace Learning programme design. |
Departmental Leader Development Modules
Who |
Capability |
Learning Plan |
Departmental Head |
Direct local area teams toward zero targets to enhance added value and extend product life. |
Implementation roles and implementation route map and coaching to establish better working practices. |
Team Leaders |
Short interval controls and visual management to improve process stability and workflow. |
High performance teamwork steps, understanding behaviours. |
Planners |
Integrate the improvement activities as part of the routine work plan. |
Setting team goals, evaluating progress against planned outcomes. |
Administrators |
Intermediate analysis tools. |
Statistics, Loss tree analysis, PDCA cycle support. |
Support specialists |
Coaching to improve best practice and support task transfer. |
Select from training modiles below |
S1 |
Recognise and restore defects in tooling. |
P-M analysis, Defect classification, setting standards. |
S3 |
Dealing with design improvements and capital projects. |
Early Management/Lean Project Delivery. |
Front Line Team Development Modules
Title |
Capability |
Learning Plan |
Problem Prevention |
Maintain optimum conditions to maximise flow and minimise quality defects. Identify improvement opportunities to support business drivers. |
Select from training modules I6 to I12 below |
I6 |
Setting standards for Normal Conditions |
Inspection and Visual Standards |
I7 |
Sustaining normal conditions (Re optimisation) |
Optimisation update of Asset Care routines, pattern recognition and contingency plans |
I8 |
Meeting quality standards |
Definition and identification of minor defect standards |
I9 |
Maintainability and Operability Improvement to working practices |
Eliminate, combine, simplify. |
I10 |
Operator Maintenance Training |
Look feel listen, recognise patterns of abnormal conditions and contingency plans |
I11 |
Set up reduction. |
Review and refine current methods |
I12 |
Improving process control and workflow |
Lean Maintenance to reduce idling, ENVA and non value added activities |