Seminar Outline
DAY 1
I INTRODUCTION
Introductory Remarks
Fundamental
Concepts
Thinking
About Program/Workshop; Overview
Review Agenda
and Program Objective for the Program
Exercise—Introductions, Expectations of the Participants
II WORLD CLASS CONCEPTS
The Concept of “World Class”
Is There a
“World Class” Standard for Maintenance?
Attributes of
a World Class Maintenance Organization
Exercise—Structured Brainstorming
“The
Attributes of Maintenance Excellence”
“What Keeps
Us From Doing Better?”
The AT
Kearney “BEST of the BEST” Study
Reading—AT
Kearney” Best of the Best” Conference Paper
Does
Maintenance Make a Business Contribution? Is It
Strategic?
How Does Your
Organization Measure Up?
Self-Audits;
Surveys; Benchmarking
Self-Audit/Evaluation
Exercise—Maturity Grid
Evaluating
Maintenance Practices
Exercise—Maintenance Effectiveness Survey
Using and
Presenting the Survey Data
Satisfaction/Performance Surveys
Exercise—Maintenance Service Satisfaction Survey
Benchmarking—The Search for Best Practices
Reading—“Basic Guide to Maintenance Benchmarking”, Plant
Engineering, January 1999
Exercise—Qwik-Ratio
Chart
Handout—Common Maintenance Benchmarks
The
Deterrents to Good Maintenance
Exercise—Roadblocks and Deterrents to Good Maintenance
Handout—Sources of Benchmark Data and Benchmarking
Services
Sources for
Benchmarking Data and Services
AT
Kearney/Plant Engineering NAME Award
Society of
Maintenance and Reliability Professionals (SMRP)
DAY 2
III THE MAINTENANCE CONTRIBUTION
Traditional
Views of Maintenance
The Costs of
Unreliability
Reading— “How
Reliability was Marketed at Rohm and Haas” by Carol
Vesier, PhD, RELIABILITY Magazine, February 2000
The
Contribution of Maintenance
Optimizing
the Maintenance Function
Three Steps
to World Class Maintenance
1 -
Maintenance Excellence—Getting Your Act Together
2 –
Operational Excellence—Getting Beyond the Boundaries
3 - Strategic
Excellence - Fixing the Process, Not Just the Problems
Arches and
Columns Model of Operational Excellence
IV. MAINTENANCE EXCELLENCE—GETTING YOUR ACT TOGETHER
“Getting the systems in place to manage resources
productively”
Managing Resources Productively
Definition of
Productivity
Key Results
Areas for Improving Maintenance Productivity
Reading—“Key
Results Areas for Improving Maintenance Productivity”,
MAINTENANCE MANAGEMENT, Ed Hartman, ©1987
Policies and
Administrative Practices to Support Company Goals
Equipment
Data
Work Order
Control / Work Management
Planning and
Scheduling
Preventive
and Predictive Maintenance
Inventory,
Spares, Material Control
Information
Management (CMMS)
Other
Important Areas—Time Permitting
Training
Organization
DAY 3
V. OPERATIONAL EXCELLENCE—GETTING BEYOND THE BOUNDARIES
“Consensus
building on a Plant-wide philosophy of maintenance and
establishing the partnership with production.”
Exploring
Plant-wide Philosophy of Maintenance and Reliability;
Shared
responsibilities between maintenance and other parts of
the organization;
Establishing
Meaningful Measures of Performance;
Why measure?
Exercise—“Why
Do We Measure?”
Traditional
Measures of Maintenance
Key
Maintenance Measures
Handout—Key
Maintenance Ratios and Measures of Performance
7 Key
Measures of Organizational Performance
Measures
Principles and Guidelines
Goals, Means,
and Consequences Concept
Exercise—Applying the Goals, Means, Consequences Concept
to Maintenance
Connecting
Measures to Strategic Initiatives
Introduction
to the Balanced Scorecard Concept
Developing a
“Matrix” of Measures
Exercise—Developing a Matrix of Measures
DAY 4
VI. STRATEGIC EXCELLENCE—FIXING THE PROCESS, NOT JUST
THE PROBLEMS
"High
Involvement, High Performance" approaches to
maintenance; zero breakdown maintenance”
Systems
Improvement
Organizations
as Systems
Introduction
to Relationship 'Mapping' and ‘Disconnect Analysis”
Exercise—Finding the “Disconnects’ in the System
Total
Productive Maintenance
The 6 major
losses
The concept
of 'optimal conditions'
The concept
of OEE (overall equipment effectiveness; strong
equipment improvement focus)
Equipment
Improvement Teams (EITs)
Reliability
Centered Maintenance
The Growing
Expectation of Maintenance
The Changing
Views on Equipment Failure
RCM: The 7
Basic Questions
Applying the
RCM Process
PM
Optimization
The Current
State of PM and PdM in Most Companies
Introduction
to the Process of PM Optimization
The Benefits
of PM Optimization
Exercise—Applying the PM Optimization Process
DAY 5
VII.
IMPLEMENTATION
“Establishing
World Class Maintenance as a Strategic Initiative”
Organizational Change
Exercise—“Readiness for Change”
Driving Force
Theory of Change
An
Eight-Phase Implementation Model —The What Major Steps
Organizing
for Change—The How
Management
Engagement
Developing a
Business Case
Developing a
Support Structure
Selecting
Priority Initiatives
Demonstrating
Quick Wins
Institutionalizing the Process; Showing Constancy of
Purpose
Sustaining
the Effort Through Auditing
Where Do We
Go From Here? What Do We Focus on Next?
Improvement
Planning—Next Steps
Long Term
Short Term
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