Predictive Maintenance Panel International Newspaper Group 19 September 2007 Kansas City, MO Joe Bowman - ING Chairperson
Presenters Al Moses - Reliability Engineer The Plain Dealer, Cleveland, OH John Nicoli - Vice President Britton Services Inc., Chicago IL Keye Daus - Assistant Production Director The Plain Dealer, Cleveland, OH
The Plain Dealer CMMS Case Study International Newspaper Group 19 September 2007 Kansas City, MO
Overview World Class Maintenance CMMS is just one part Reactive to Proactive Culture change required Evolution is gradual Methods need to be conveyed and understood Department needs to be fluid and dynamic
Overview Best practices Clean slate approach Work flows Understand every transaction Work order MRO/Inventory control Purchasing
Overview KPI’s Quantifiable metrics Work order type Scheduled vs. unscheduled PM compliance report Self Audit Honest evaluation Identify Changes Required Assign Roles And Responsibilities
Pre CMMS Department Staff Work Order Flow Radio calls Trouble reports Reactive scheduling Log book No visibility to system
Pre CMMS Equipment No central files PM’s tracked by spreadsheet No failure analysis No cost history
Pre CMMS Inventory 5000 items $2mil valuation 8 storerooms Issues tracked by sign out sheet No integration to equipment Limited database access Manual reorder requisition generated by cycle counts and stock out reports
Preparation Audited All Work Flows Defined what the system required Assigned system roles and responsibilities Training Specific to function Set up Training system Multiple Plant Terminal Sites All craft, maintenance and production supervision access
Preparation Equipment Hierarchy Cost centers Naming Convention Component Inventory Electronic import Min/Max levels Preventive Maintenance Describe routines Attach frequencies
Benefits Work Order User Access Throughout Facility Visible work order system Work orders processed Work status – in process - completion Backlog Priorities Assists troubleshooting – search functionality
Benefits Preventive Maintenance Automatic scheduling based on due dates, date last performed or cycle counts Delinquency reports Routes
Benefits 2006 PM = 10% Repair = 90% Emergency = 65% 2007 PM = 25% Repair = 75% Emergency = 50%
Benefits Material Issues And Direct Purchases Work order acts as business document Planning Problem description Detailed instructions Material and tool requirements Training tool for JA/SOP KPI’s Work order type
Benefits Equipment Complete Work History Problem description Activities Cost Outside services PM’s Attached To Equipment Frequency Completion Manuals And Schematics Saved To Database BOM
Benefits Inventory Craft Access Improved search functionality Reduction of supervision time required Min/Max Levels/QOH System generated part number Multiple locations Reduction Of duplications Order reduction Issues To Work Order Or Department Auto BOM
Benefits Inventory Automatic Reorder System Generated Requisition Electronic approval Purchasing Paperless system System tracks all stock and non-stock purchases Reports Memo entry
Future Goals and Objectives Work Orders Introduce failure and cause codes to work orders Root cause analysis training Reduce unscheduled work Shift repair to non production time Schedule Priority Visible backlog Planning
Future Goals and Objectives Equipment Improve uptime Analyze failure rates and MTBF Adjust PM if required Evaluate operating procedures Modifications, upgrade or replacement Force field intiative
Future Goals and Objectives Inventory Centralize storeroom Improved control Eliminates need for duplication Parts staging for scheduled work Reduce need for craft access Reduction of craft data input Reduction of idle inventory
Future Goals and Objectives Maintenance Department Increase wrench time Establish procedures Improve training and knowledge sharing Create culture of continuous improvement