Maintenance Excellence & Profit$A Proactive Approach to Improving Equipment Reliability

John Kravontka, CMRP/CMRTFuss & O’Neill Manufacturing Solutions, LLC

December 1st & 2nd 2015

11/15

• 26 years, invested at Pratt & Whitney/Began as a machine tool maintenance apprentice• 10 years of equipment overhaul and retrofit• 6 years in the Office of Continuous Improvement, from the beginning, (OCI was mentioned

in Dr. James Womak’s book Lean Thinking - Chapter 8 - “The Acid Test”).• United Technologies (parent corporation) started the ITO Quality University, in 1998, to train

Senior executives to shop floor supervision. This writer was picked as the first TPM “professor”• 1 year as Continuous Improvement Manager at the P&W 2,000 employee Middletown, CT. facility.

• 1998 - started TPM Unlimited LLC.

• Joined The Stanley Works, to implement the TPM process @ over 50 facilities. It was an opportunity to learn a different industry. From high accuracy low volume to mediumaccuracy, high volume. Savings of >$2,000,000 in the first year, attributed to the TPM process.

• Introduced the Single Point Lesson as a way of spreading Best Practices at all facilities.• Developed new TPM training material for Manufacturing Extension Partnership (MEP/NIST)

for use in their 70+ MEP centers, around the United States.

• 2005 – President of Fuss & O’Neill Manufacturing Solutions • 2009 – CMRP Certified Maintenance & Reliability Professional • 2014 – CMRT Certified Maintenance & Reliability Technician• 2015 – President of TPM Unlimited LLC

John Kravontka, CMRP, CMRT Fuss & O’Neill Manufacturing Solutions LLC

Preventive Maintenance & Profit$

Manufacturing/Maintenance Problems

What is the cost?

How does equipment fail?

How do we keep equipment from failing?

Opportunities/savings

Questions

Tools and Techniques that we will discuss today

• Daily Operator PM’s/Equipment Visuals

• Equipment Counter Measures

• Overall Equipment Effectiveness

o Short OEE Observations

• Predictive Maintenance Tools

o Ultra-Sound, Infrared, Oil Analysis

• Maintenance Metrics/Strategy

• Single Point Lessons

o Spreading of Maintenance Best Practices

Sara Lee recalls 27 bread brands

Sara Lee Corp. is recalling 27 brands of whole wheat

bread products because they could contain small

metal pieces, the Downers Grove-based company

said Friday. A recent routine inspection of a bakery in

Meridian, Miss., uncovered problems with a flour

sifting screen, said company spokesman Mark

Goldman. The machine was "not up to our specification

and raised the possibility some metal could have

dislodged," Goldman said…

Chicago Tribune, July 28, 2007

Roads/BridgesCurrently, 32% of America's major roads are in poor or mediocre condition, costing U.S.

motorists who are traveling on deficient pavement $67 billion a year, or $324 per

motorist, in additional repairs and operating costs. In addition, roadway conditions are a significant factor in approximately one-third of all U.S. traffic fatalities– 2013 ASCE (American Society of Civil Engineers)

Machines/Equipment

On April 20, 2015, Blue Bell Creameries voluntarily recalled all of its products currently on the market made at all of its facilities, including ice cream, frozen yogurt, sherbet, and frozen snacks, because they have the potential to be contaminated with Listeria monocytogenes. Blue Bell announced this recall after sampling by the company revealed that Chocolate Chip Cookie Dough Ice Cream half gallons produced on March 17, 2015 and March 27, 2015 contained the bacteria. Listeria monocytogenes was previously found in other Blue Bell products. CDC recommends that consumers do not eat any Blue Bell brand products, and that institutions and retailers do not serve or sell them

Maintenance ProblemsYou Face

Every Day

What is Maintenance?

“Those actions required for the care of machinery, a building, etc., to keep it clean and in proper functioning condition, and to prevent or forestall damage due to normal use”.

Webster 2005

Maintenance has tangible, measureable effects on:

Safety

Quality

On-time delivery (production)

Profits

Many times Maintenance is treated as a “necessary evil” - something to be minimized -

The Maintenance Contribution

1. Contamination

2. Improper Lubrication

80% of All Equipment Breakdowns Have 2 Major Causes!

Time

TimeTime

TimeTime

Time

Pro

bab

ility

Pro

bab

ility

Pro

bab

ility

Pro

bab

ility

Pro

bab

ility

Pro

bab

ility

Bathtub –( bearings)

Wear-out – (Tires, Belts)

Fatigue – (Tie rods, connecting rod)

Break-in (turbines, Engine)

Random

Infant Mortality – (Electronics)

Age Related Failure Random Failure

4-5%

2-3%

4-5%

7%

14%

68%

10-13% ~90%Our calendar based PM’s will only detect 20% of our failures…

How do we find the Random Failures before they fail?

• Operatorso Ownership

Daily Operator PM’s Cleaning Standards

o Visualso Data

OEE/Hour by Hour, etc. Partnership

• Maintenanceo Focused PM (PM Optimization)o Pdm (Strategy)o Data

CMMS Quality

Improve Ergonomics and Safety

Improve Overall Equipment

Effectiveness (Productivity)

Move Away From Very Expensive

Breakdown Maintenance

Improve Teamwork Between

Operators and Maintenance

Help Reduce Major Sources of Waste… Energy,

Parts

Formulate a Complete Maintenance

Approach

How Will the TPM Process Help You?

(10X)Total Productive

Maintenance

Equipment Operators

Can detect 50% of all

equipment related

problems, at an early

stage. • Sight• Smell• Sound• Feel

Daily Equipment Inspection

- Mark critical areas of equipment.

- Check sequentially, beginning of

each shift pressure gages/

oil levels/contamination/leaks, etc.

- Look for abnormal operating conditions

notify Maintenance if found

- Should not take more than 5 minutes,

typically about 2 minutes.

Counter-Clockwise

?

1

17

Daily Operator PM Wolters Lapper

1. Check lower cavity fan filter. Replace when dirty.

2. Check gearbox oil reservoir sight glass.

3. Check water pressure gage. Should be in green range.

4. Check electrical cabinet air flow ribbon for movement.

5. Check electrical cabinet air filter. Replace when dirty.

6. Check refrigeration air flow ribbon for movement.

7. Check refrigeration temperature controller. Temperature

should be between 60 – 70 degrees F.

8. Check refrigeration cooling air filter. Replace when dirty.

9. Check incoming air pressure. Should be in green range.

10. Check filter paper waste bin. Remove dirty paper as

required.

Here is another type of Operator Walk-Around

PM Diagram.

Note:

Photos capture the exact component on the

equipment that needs to be checked Daily.

Important to:1) Verify items to be Checked2) Apply Visual Controls3) Identify the Sequence/Route4) Add #s to the Equipment5) Time the Walk-Around

= minutes per shift2

Equipment Visuals

LUBRICATION

POINTOil Level

Match Marking

Equipment Visuals

Gage Marking

Zebra Card

Color Coding

Visual indicator for motoroverheating condition

Visual indicator forhydraulic pressure

Air filter to keep motor clean!

Visual way to document

LOTO shutdown procedure

What’s the condition of the chain here??

Sprocket loose….

We can inspect and lubricate without

locking out…

If we paint the grill flat black,

we will be able to see through it….

Applying flat black paint will seem

to make the mesh disappear,

letting you visually see though it….

Overall Equipment EffectivenessOEEHow effectively does your equipment run?

When you plan to run it?

o Identify Major Losses- A Road map to find problems

& Enhance Your Capacity

o Determine Current Output- Baseline Your Equipment

Major Losses

Availability

Performance

Rate ofQuality

Changeover

Breakdowns

Reduced Speed

Start-upQuality Defects & Rework

Idling & Minor Stoppages

39%24%

15%

16%6%

Running Time

Minor Stoppages

Break Downs

Set-up

Scrap

Typical Overall Equipment Effectiveness

Lost Capacity - 61%

Breakdowns

Set-up

OEE Observation FormEquipment # ___________ Description ________________ Dept. _________Observer ______________

Date _______

Start

From

End

To Run

Idling & Hidden Loss Breakdowns Setup Speed

Adj.. Loss Reject Comments

Totals

283 Minute OEE Observation Q-11

30%

27%

21%

22%

Wait on

productIce box

backup

RUN TIME 31%MINOR STOPPAGES 27%BREAKDOWNS 21%SET UP 22%QUALITY 0%

Machine

cut off

Change

valvesGet new

cartons

Run

Monday 10/21/02

20 Minute OEE Observation

Rough Mill Frame Automatic Chop Saw 10-4-05

15%

85%

Loading/feeding gaps

RunJams

OEE - Finishing Line #11 - 2010 Draft

15%

35%

8%

30%

12%

Run

good quality

product

Speed

loss

Shift

Change/

breaks

Raw

Material OJT

Coil

start

up

Jams

Unplanned

Quality

losses

Set-up/

Changeover

Breakdowns

Idle

90%

4% 3%2%

1%

Running Time

Minor Stoppages

Break Downs

Changeover

Scrap

“World Class” O.E.E. Measurements

More Capacity-130%The Same Equipment

Source: Making Common Sense Common Practice by Ron Moore

Uptime Magazine – April/May 2009

• Operatorso Ownership Daily Operator PM’s Cleaning Standards

o Visualso Data OEE/Hour by Hour, etc. Partnership

• Maintenanceo Focused PM (PM Optimization)o Pdm (Strategy)o Data CMMS Quality

How do we find the Random Failures before they fail?

Preventive Maintenance

Periodic service intervals Calendar based

Periodic service intervals Run hours based

Condition-based service intervals Within parameters

Out of parameters

Preventive Maintenance

A typical calendar based PM:

• 50% waste• 25% causes damage

Good Calendar based service intervals.

• “Repair, Replace if necessary”

• “Check the XXX”

• Time to perform not based on tasks

• Skills not matched with job plan

• Insufficient details to achieve desired results (Generic)

• Most failures are not age related

Common Problems with PMs

Developing a Predictive Maintenance Strategy

Oil Analysis

Infrared Thermography

Ultrasound

Oil analysis would have found this problemin its infancy years earlier, preventing a

catastrophic breakdown

$80,000 Rotary Table

Catastrophic Failure

Insulation Deterioration??

Infrared thermography can show us many opportunities..

This out of alignment condition will lead to

accelerated wear, increased downtime

and energy costs…

Performing a Bearing Monitoring route with The Ultra Probe 10,000

• Based on NASA researchWe can detect incipientbearing damage basedon a specific increasein ultra sonic noise measured in decibels, inmost cases sooner than other technologies

We can use Airborne / Structure born Ultra sound for Condition

Monitoring, Detection, Trending and Analysis for a wide array of applications

Bearing inspection Gears and gear boxes Pumps and cavitation/Valves/Compressor valves Inspection of seals in aerospace, buildings, vehicles, ovens Energy – Boiler, Steam trap, air leak and weatherization audits Testing for Corona, Tracking and Arcing in electrical gear – safety!! Transformers, Switch gear, relays, insulators and high voltage

substations Hydraulic systems and components – pumps, valves, cylinders Leaks including air, specialty gases Vacuum leaks/Seals and gaskets Steam traps Chiller, Tanks, hatches, pipes/Underground leaks Leaks in heat exchangers and condensers

$$$$

One leak, out of a 1/4”line @ 80PSI, in one year,

will cost approximately$8,000!

The Foundation of an EffectiveMaintenance Process

Maintenance Work Types

Planned Maintenance Corrective Maintenance

Pre-planned Corrective

Maintenance

Preventive Predictive

Time-basedCondition

based Run to Failure

ReliabilityEngineering

Emergency/ Breakdown

Maintenance

Root Cause Analysis

33% 12% 50% <5%

Maintenance Reporting

1. Planned vs. Unplanned work (based on hours)

2. PM Completion Rate

3. Corrective Jobs Generated from;

o Maintenance PM’s

o Operator PM checks & observations

4. Mean Time Between Failures (M.T.B.F.) Critical equipment

5. Mean Time To Repair (M.T.T.R.)

6. Spare Parts Stock-out %

Accuracy %

Turns #

Key Measures to Utilize

MTBF - Mean time between failures

MTTR - Mean time to repair

Average cost to repair

Number of emergencies & impact

% Maintenance overtime

Emergency purchases & air freight

$$ in repair parts

$$ in spare parts crib

Spare parts crib inventory turns

Equipment availability

Equipment repeatability/quality

Equipment life cycle costs

As Planned Maintenance Increases…

% Planned Vs. Unplanned % PM’s completed on time

Maintenance cost reduced in 2 years

• Hydraulic Oil Consumption Reduced 57%

– $51K cost reduction

• Water Consumption Reduced 46%

– $56K cost reduction

• Contract Maintenance Cost Reduced

– $56K cost reduction

• Machine Repair Parts Cost Reduced

– $1,200,000 cost reduction

Maintenance cost reduced in 2 years

• Hydraulic Oil Consumption Reduced 57%

– $51K cost reduction

• Water Consumption Reduced 46%

– $56K cost reduction

• Contract Maintenance Cost Reduced

– $56K cost reduction

• Machine Repair Parts Cost Reduced

– $1,200,000 cost reduction

Can you improve equipment reliability(output) and reduce maintenance costs, at the same time??

..YES..

Jan-98Feb-98

Mar-98

Apr-98May-98

Jun-98 Jul-98Aug-98

Sep-98

Oct-98Nov-98

Dec-98

Jan-99Feb-99

Mar-99

Apr-99May-99

Jun-99 Jul-99Aug-99

Sep-99

Oct-99

1998 124 114 125 126 125 116 122 131 142 139 125 121 148 149 156 141 117 149 128 140 149 146

60

70

80

90

100

110

120

130

140

150

160

15% Productivity increase in 2 years

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

2004 2005 2006 2007

Total Equipment Maintenance Program Cost Summary

Autonomous

Predictive

Preventive

Vended

In House

10% reduction -maintenance costs

With the same Maintenance workforce: performed less preventive (enhanced the PM’s to be more effective), more predictive maintenance, more autonomous (operator) checks, and

less vended maintenance services.

2009 - Maintenance dollars (per case of product output) were high (last in corporation)

Numerous TPM Focused Improvement sessions – trained their people to facilitate

Maintenance Excellence 101 training and began Bronze-Silver-Gold assessment

Developed ongoing Maintenance strategy

2012 – Maintenance dollars (per case of product output) were reduced by 40% (first in corporation)

Candy Manufacturer

This decrease (maintenance $$/output)is a combination of an increase in output (capacity) and a

decrease in maintenance costs

Adversity

Once you commit to your vision to improve, you will encounter critics.

Critics will say “We’ve tried this before, and it always failed”.

Every day, in every conversation, you need to be prepared to describe how the vision will translate into tactics that will change the lives of the skeptics for the better.

Lead from the front.59

Questions?

jkravontka@tpmunlimited.com

Single Point Lesson Series – SPL No. XX

John Kravontka | 146 Hartford Road – Manchester, CT 06040 | (800) 286-2469 x5399 | JKravontka@FandO.com

X Basic Skill

X Counter Measure

O Accessibility

O Safety

O Mistake Proofing

O Productivity3-D BullsEye

Easier to view oil through the 3-D BullsEye

A typical oil level sight glass

can only be viewed from

directly in front of the glass.

They also stain very easily over time.

This 3-D BullsEye can be viewed

from many different angles, which is

good, because gearboxes have

many different angles/pockets/etc.

and they are difficult to see, unless

you can view them from many

different points of view.

Available @: www.escopro.com/3d-bullseye.html

Before After

Single Point Lesson Series – SPL No. XX

John Kravontka | 146 Hartford Road – Manchester, CT 06040 | (800) 286-2469 x5399 | JKravontka@FandO.com

X Basic Skill

X Counter Measure

X Accessibility

X Safety

X Mistake Proofing

X Productivity

Gasket storage

Gaskets need to be stored

flat to prevent damage and

deformation.

Check rubber gaskets

frequently for

cracking…

www.the5SStore.com

• Data driven• Critical and

repetitive failures• Ownership• Strategic • Equipment accuracy• RCM • Enhanced Countermeasures

• Vision• Work Prioritization• Waste elimination• Skills evaluation• CMMS• PM Review• Safety compliance• Basic Measures• Lubrication excellence• Maintenance Stores Review• Predictive Maintenance strategy

• Maintenance is part of purchasing process• Quick Changeover• Design for Reliability• Maintainability• Condition coding • Life Cycle Cost• Availability• MP Design

• Develop Operator Ownership• Equipment Visuals• Daily Operator PM’s. • Basic OEE data – collect & utilize• Cleaning standards

• Next level in Equipment performance

• Strategic increase of OEE• Lubrication standards • Basic equipment conditions• Operator and Maintenance teamwork• Basic Countermeasures

SafeProductive & ReliableEquipment

Long Term

Systems/Strategy

Long Term

Systems/StrategyLong Term

Systems/Strategy

Short Term

Immediate results

Short Term

Immediate results

• Spread Best Practices - SPL