Today’s business climate simultaneously drives improved reliability and maintenance productivity through cost reduction in both labor and materials and improvements in machine uptime.

We understand the maintenance process through the reliability centered maintenance (RCM) model. We have several improvement methods under the RCM umbrella. Haploos excels at analyzing the current conditions, designing an improvement plan and working with your team to foster changed behavior that drives greater value. We do this through the use of our coaching methodology and change management methodology… anchoring these improvement methods in the organizational culture.

The improvement methods mentioned above as well as value-driven maintenance (VDM), theory of constraints (TOC), quick response manufacturing (QRM), total productive maintenance (TPM), lean manufacturing (LM) and Six Sigma are tools we use to drive a more profitable, reliable business environment in maintenance operations for our clients.

Maintenance is almost always the most cash rich return on investment (ROI) for improvement projects. Many clients reduce their maintenance budget by 8-15% with simple low-tech maintenance process improvements. When integrating smart modern technologies, companies can often save up to 20%.

How can we improve and “add value labor hours” to the process?

Total Maintenance and Reliability Program (MRP)

A Maintenance and Reliability Program (MRP) has many different elements depending on the business, its assets and operating environment. However, there are four common categories of an MRP: reliability engineering for maintenance, asset condition management, work execution management and leadership for reliability. When Haploos works with a client on a MRP, we use this frame work to custom design an MRP in detail that fits best and works well for that particular client. Each of these four elements has common sub-elements show in the graphic below.

Initiate or in some client cases “re-develop” the work order (WO) process.

Goals of an effective work order process:

  • Identify the total maintenance demand – Planned Work, Unplanned Work (Emergencies), Internal and External Work.
  • Analyze work order backlog – initiate tight management backlog controls to reduce/eliminate old, obsolete or duplicate work orders.
  • Communicate and approve high priority work (Emergencies).
  • Effectively plan and schedule WOs based on a pre-determined priority code.
  • Maintain equipment history file from completed work orders.
  • Management makes equipment decisions based on maintenance data (PMs, Labor Costs, Part Costs, MTBF, Rebuild/Replacement Costs).

Overall Maintenance Effectiveness (OME) – a process improvement optimizing maintenance by applying Lean Techniques

Improved planning:

  • Work becomes three times more efficient when planned.
  • Planned work is safer.
  • Planned work improves “wrench time” (productivity improvement).
  • Planned work maximizes asset availability by reducing machine downtime.

Value Stream Mapping the maintenance processes:

  • Determine the current state – develop the future state – eliminate activities with little or no value. Specify value in terms of the end user.
  • Pursue perfection thru Continuous Improvement.
  • Address Preventive, Predictive, Corrective, Reactive and Project maintenance as separate processes requiring individual value stream maps.

5 S’s

  • Sort, Straighten, Shine, Standardize, Sustain – remove unnecessary PM activities from the CMMS; Organize PMs to the component level; actively manage backlog; remove MUDA (waste) from the planning/scheduling/execution of work.
  • Increase overall effectiveness by tracking and monitoring KPIs.

Is Backlog a bad thing?

  • In a nutshell – NO. Depending upon the client, we recommend a backlog of a 4 to 6 week repository of work.
  • Backlog allows better planning for encompassing safety reviews prior to work being scheduled.
  • Backlog allows more efficient scheduling of work.
  • Backlog also allows work to be completed based upon a pre-determined priority code and brings equipment criticality and customer orders into the mix.
  • Smaller levels of backlog can be indicative of work not being captured in a timely manner, which often results in emergency equipment repairs – the most costly repairs.

Forecasting Backlog

  • Work that is known in advance typically includes PM work and Predictive Maintenance (PdM) work.
  • Because PM and PdM work is repetitive in nature, the work can be scrutinized to eliminate Non Value Added Activities. Upon accomplishing the review, results can be stunning. Some clients have a 40% reduction in labor hours applied to PM and PdM work activities and a significant reduction in scheduled downtime (removing unnecessary work activities) as well as an improvement in coverage of PM activities.

Remaining Backlog

  • The backlog that remains (less PM And PdM) are standard jobs that have been previously planned. At this junction these jobs must be reviewed to eliminate Non Value Added Activities.
  • Some clients reduce work order cycle times as much as 50%, eliminating unnecessary spare parts usage (resulting reduction in inventory) and a shorter downtime cycle resulting in improved uptime.