【正文】 50% of all artisans understand and have used the concept ? Equipment strategies (and quick wins) ? Equipment strategies identified for 80% of maintenance spend ? 50% of work done is not breakdown or unplanned ? Quick wins identified and steps put in place to capture them ? 50% of quick win value potential captured for period ? Organisational capabilities ? All key maintenance positions have action plans to fill them ? All key positions filled ? Skills gaps identified and action plans developed ? At least 70% reached on petency matrix KPI 020606JHHMF006KS_P1 7 PROJECT SUCCESS MILESTONE INDICATORS FOR MAINTENANCE EFFICIENCY FOR DISCUSSION Maintenance element Indicator after regional plans Indicator after 6 mnths ? Planning and scheduling ? Works manager agreement by site to hold all meetings ? All meetings regularly held ? All planned maintenance scheduled ? Standard documents used across Region 3 ? Infrastructure ? 80% of spares costs plotted on ‘contract’ matrix ? Applicable contracts in place for 80% of spares costs ? Systems support ? Action plan developed to design all reports ? Action plan developed to format all inputs ? Action plan developed for site level interface, training and support ? All reports generated at site level from system by site personnel 020606JHHMF006KS_P1 8 SURVEY RESULTS INDICATING CURRENT MAINTENANCE PERFORMANCE (1/2) Problem diagnosis and repair execution Equipment strategy Organisational capabilities ? Repair planning and execution ? Root cause identification ? Designout engineering ? Problem munication ? Life cycle purchasing strategies ? Servicing and preventive maintenance ? Maintenance strategy linked to equipment criticality ? Skill building ? Performance ethic ? Crossfunctional munication ? Organisational structure ? What system can be put in place to ensure that equipment problems are accurately municated and diagnosed, before execution, so that equipment is repaired correctly the first time? ? What capital and maintenance decisions can be made to develop a strategy that maximises equipment OEE? ? What anisational changes must be made to develop the skills and behaviour necessary for a highperforming maintenance department? Key ponents Score Key issues to address Poor Excellent 020606JHHMF006KS_P1 9 SURVEY RESULTS INDICATING CURRENT MAINTENANCE PERFORMANCE (2/2) Planning and scheduling Infrastructure support Systems support ? Shutdown planning, scheduling and execution ? Schedule development and adherence for routine work ? Contractor management ? Job planning for routing work ? Tool storage, maintenance and issue ? Parts quality ? Parts availability ? Equipment history and storage retrieval ? Computer system training ? Computer system ? What changes need to be made to the planning and scheduling system to ensure that over 90% of all work is planned? ? How can the procurement, stores and workshop systems be modified to ensure efficient and effective execution of maintenance? ? What system modifications need to be made to provide the right information to the right people at the right time? Key ponents Score Key issues to address Poor Excellent ? Parts ordering ? Stores 020606JHHMF006KS_P1 10 CONTENTS ? Overview ? Effectiveness – RCA and equipment strategies – Organisation capabilities ? Efficiency – Planning and scheduling – Total Cost of Ownership and spares contracts – Systems support ? Way forward and 5 day final blueprint workshop 020606JHHMF006KS_P1 11 EQUIPMENT STRATEGY IS AN APPROACH FOR DRAMATIC PERFORMANCE IMPROVEMENT ? Determine critical equipment fleets, ponents and maintainable items – Equipment does not fail, items do – 80/20 principle。 20% of items contribute 80% of equipment costs ? Align maintenance activities with critical equipment ? Solve for root cause of failures and continuously implement design and PM solutions Reduced ? Failures ? Downtime ? Repair time ? Costs Approach Results 020606JHHMF006KS_P1 12 EQUIPMENT STRATEGY ANALYSES Define low total cost maintenance activities that focus on preventing failure of critical equipment Goal Key data ? Cost reports from fleet to maintainable item level ? Equipment histories ? Equipment trends or analyses to date ? Current preventive maintenance plans ? Equipment service manuals ? Interviews from operators, trades, contractors, vendors, as needed Endproducts ? Standardised clean and check and operating procedures for operators ? Specific, conditionbased PM tasks for maintenance ?Equipment modifications (designouts) to reduce or eliminate need for maintenance activities 020606JHHMF006KS_P1 13 OVERVIEW OF EQUIPMENT STRATEGY DEVELOPMENT ? Complete apparent and ideal OEEs for critical fleets and equipment Proposed rollout ? Take regional representatives through process ? Use examples from both Columbus and and Port Kembla ? Understand operational opportunities – Reduce operational workload by driving actual operations time towards ideal – Reduce operations time to reduce impact on maintenance ? Develop equipment strategies to further reduce maintenance time and cost 020606JHHMF006KS_P1 14 KEY STEPS TO DEVELOP EQUIPMENT STRATEGIES PRELIMINARY Complete OEE analysis Isolate maintenance spend Isolate big equipment costs Isolate large sub assembly costs Isolate maintainable item costs Determine failure modes Conduct root cause analysis Determine operational changes* ? Labour ? Parts ? Downtime ? Metal recovery plant ? Pot carriers ? Hydraulics ? Electrics ? Cylinders ? Hoses ? Worn sea