寶鋼精益生產(chǎn)經(jīng)營(yíng)咨詢?nèi)?15mb p1pos

280998LNOXN007LRJL-P1PoS0CONFIDENTIALAn

Improved

Planningand

SchedulingProcess

for

Plant

1

MaintenanceThis

report

is

solely

for

the

use

of

clientpersonnel.No

part

of

it

may

be

circulated,

quoted

or

reproduced

fordistribution

outside

the

client

organisation

without

priorwritten

approval

from

McKinsey

&

CompanyThis

material

was

used

by

McKinsey

&

Company

during

an

oralpresentation;

it

is

not

a

complete

record

of

the

discussionExample

CompanyExample

Implementation

ManualSeptember

1998280998LNOXN007LRJL-P1PoS1CONTEXT

AND

PURPOSE

OF

THISDOCUMENTThis

document

is

based

on

engagement

work

at

a

process

industry

client

in1997-8The

client

had

completed

phases

1-4

of

a

TOP

programme

in

one

of

their

plants

and

had

successfully

achieved

the

targetsMany

of

their

key

mendations

passed

fundamental

changes

to

key

parts

of

the

maintenance

process

includingEquipment

strategiesPlanning

and

schedulingMeasuring

performanceSystem

scope

and

usageRoot

cause

problem

solvingHowever,

the

beginning

of

the

implementation

phase,

the

client

was

struggling

to

translate

the

TOP

ideas

into

workable

reality;

in

particular,

theyexperienced

difficulty

with

the

process

changes

and

supporting

tools

requiredThe

McKinsey

team

therefore

continued

to

work

closely

with

the

client

to

produced

client-owned

“implementation

manuals”

for

the

key

parts

of

themaintenance

process

which

required

improvement.

These

manuals

served

several

purposesDocumented

agreement

to

a

‘process’

view

of

maintenance

(PDCA),definitions

and

policiesWorking

examples

ofprocedures,

checklists,

decision

rules,

KPIs,

even

meeting

agendas,

which

were

the

fundamental

tools

of

the

improved

processA

vehicle

for

an

implementation

plan

with

clarity

on

key

dates

and

responsibilitiesThis

document

is,insanitized

form,

one

of

the

“implementation

manuals”

from

that

process.

Teams

are

encouraged

to

use

it

as

a

basis

for

discussion

or‘straw

man’

for

a

similar

exercise

with

clients

struggling

to

implement

maintenance

improvement.

Due

to

the

specialised

nature

of

most

facilities’maintenance

operations,

and

the

need

to

build

buy-in

bottom-up

including

the

many

constituentsinvolved

in

maintenance

(operators,

maintainers,engineers,

etc.),

it

isclearly

not

mended

as

“the

answer”

to

clients

maintenance

process

issues

since

it

ishighly

unlikely

that

‘one

size

fits

all’This

document

is

one

module

of

an

overall

collection

of

maintenance

implementation

support

materials.

For

further

information,

contact:John

Lydon-UK/LNFrancois

Rozon-UK/JHAndrew

StampStu

Flavin

--ATAU/SY280998LNOXN007LRJL-P1PoSThe

improved

planning

and

scheduling

process

uses

several

key

terms,

possibly

in

different

ways

totheir

traditional

definitions.

It

is

important

to

understand

their

use

in

this

documentPLANNING

AND

SCHEDULING:

KEY

TERMSEquipment

strategiesTasks/jobsPlanningSchedulingTasks/jobs

are

eithergenerated

by

theequipment

strategies(e.g.

a

PM

every4

weeks),

or

by

a

workrequest

(e.g.

following

abreakdown,

to

correct

afault

or

performmodification)Planning

is

the

processwhere

job

scope,

parts,tools,

estimatedresources/time

required,are

defined

and

prework(e.g.

ordering

parts)

iscompletedItis

NOT

the

processwhere

the

jobisassigned

a

time

when

itwill

take

placeAlljobs,

apart

fromemergency

tasks,should

be

plannedScheduling

is

whereplanned

jobs

areassigned

times

whenthey

will

take

placeThe

list

of

jobs

withtimes

and

resourcesattached

is

called

the‘schedule’Jobs

should

beplanned

before

theycan

bescheduledPlanning

and

scheduling

aredifferentactivities

performed

at

different

timesThe

way

equipment

ismaintained

–e.g:Run

to

failurePreventative

maintenance every

4weeksCondition

monitoring,

etc, including

details

of:How

often

PMs

takeplaceWhich

parts

are

changedEtc2280998LNOXN007LRJL-P1PoSThe

maintenance

cycle

involves

4

stages—plan,

do,

check

and

actPLANT

1

MAINTENANCE

CYCLEP

L

ANDOA

C

TCHECKCurrent

focus

-Pilotin

area

APlan

tasksPrioritise/allocate

resourcesSchedule

tasks3Carry

outtasksIdentify

root

causesRecord

findings/resultsDetermine

action

to

implement

design or

re-engineering

changesRevise

equipment

strategies/

PM routingsAmend

system

dataMonitor

cost/reliability/availabilityAnalyse

condition

monitoring

resultsMeasure

and

address

pliance

with planning/scheduling

system280998LNOXN007LRJL-P1PoSInputsDefinitionKeycomponentsWe

are

starting

with

the

Plan

stage,

although

all

stages

will

be

improved

over

time.We

aim

to

introduce

a

systematic

planning

and

scheduling

processPLANNING

AND

SCHEDULINGPlanningSchedulingWork

requests/PMsDiagnosisBOM/equipment/task

historyPriority4Resource

availabilityDowntime

availabilityConfirmation

of

prioritySpares

availability

/

progressIdentification

of

best

practice

and

co- ordination

of

all

internal

and

external resources

necessary

to

complete

a

task safelyEnsure

accurate

diagnosisSpecify

and

co-ordinate

parts,

tools, resources,

skills,

contractors,

etcEnsure

full

information

about

task available

to

tradespersonEvaluate

downtime

requirementsEstimate

time

to

complete

taskObtain

necessary

approvals,

clearances and

permitsA

separate

function,

aiming

tooptimise the

allocation

of

resources

tohigh priority

jobs,

also

ensuring

high resource

utilisation

and

minimising downtimeConfirm

prioritiesConfirm

resource

availabilityConfirm

equipment

downtimeAssign

resources

to

tasksEnsure

schedule

widely

communicatedMaintain

strict

rules

for

schedule adherenceMonitor

adherence280998LNOXN007LRJL-P1PoS5The

structured

planning

process

will

be

used

for

ALL

tasks

except

for

critical

breakdowns.There

are

several

inputs

to

the

processINPUTS

TO

PLANNING*

System

codes

FIM,

HSK,

MOU,

NMF,

OVH,

PCH,

RIM,

SUP

plus

any

MOR,

MOS,

MQA

with

priority

3

or

4++PlanAlltasks

exceptcriticalbreakdowns,including*Preventative maintenanceCorrective

maintenanceWork

requestsRoutine

maintenanceCondition

monitoringModificationsUltimately,

in

addition‘standing’

plans

willbeinplace

for

as

manybreakdowns

as

possibleFull

information

aboutthe

taskComprehensive

fault report/work

requestInspection/diagnosis

if appropriateSystem

equipment historyBOMStandardsDrawingsRecent

work

and failuresProcedures/best practiceEquipment

detailsProduction

requirementsLocation,

etcPrerequisites/hazardsOther/supportinformationStores

and

parts catalogue

information and

statusContractor

directory

and evaluationSkills

availabilityTools

catalogue

and availabilityMechanical

workshop availability280998LNOXN007LRJL-P1PoSGuidelines

must

be

followed

to

ensure

jobs

are

planned

properly

prior

to

being

scheduledPLANNING

GUIDELINESPlanning

checklistJob

scope

has

been

clearly

definedAll

job

steps

have

been

described

in

sufficient

detailTradesperson

hours

and

skill

level

(i.e.

training

record)have

been

estimated

for

each

tradeRequired

direct

materials

have

beencompletely

researchedAny

non-stock

items

have

been

approved,

sourced

anddelivered

to

siteAll

required

materials

have

been

kitted

andprepared

or

reservedLockout

and

tagout

procedures

have

been

identifiedSafety

procedures

have

been

identifiedDowntime/availability

requirements

of

equipment

hasbeen

clearlydefined

and

duration

identifiedArrangements

made

to

prepare

work

site

prior

to

arrivalof

crewContract

labour

requirements

clearly

defined

andrequired

approvals

obtainedTools/equipment

requirements

completely

researchedand

specialist

tools

identifiedWho

plans

thejob?Does

the

job

require

parts

which

are

not

in

stores

(i.e.non-stock

items)?Are

tradesmen

unable

to

scope

the

job

(i.e.

complete

allsteps

of

planning

checklist)

properly?Does

the

job

require

special

skills,

contract

resources

orequipment?Does

the

job

require

significant

operationspreparation

ofequipment??Yes

to

ANY

ofthequestionsPlanner

plans

the

jobNo

to

ALL

ofthequestionsTradesperson

may

planthe

job

with

theassistance

of

the

plannerDRAFTDRAFT6280998LNOXN007LRJL-P1PoSThe

scheduling

of

planned

tasks

to

individual

timeslots

will

be

centred

around

a

regularweekly

meetingTHE

SCHEDULING

PROCESS

Principles

The

meeting

Agenda

points

es

WeeklyschedulingmeetingOnly

planned

tasks

can

bescheduled,

the

meeting

cannotoverride

thisrulePrior

to

the

meeting,allparticipantswill

receive:Next

weeks

draftschedule

forreview/approvalList

ofoutstandingtasksKPI

measurementsOnly

one

meeting

will

take

placeper

week,

but

it

will

have

threesections

(one

perarea)The

schedule

agreed

at

themeeting

is

final7AttendeesPlant

managerMaintenance

superintendentsOperations

superintendentsMaintenance

crew

membersOperations

crew

membersPlannersOperatorsand

tradespeople

alsoe

to

attendIssues

and

actionsProgress

and

resolutionAgreed

amendments

todraftFinalised

schedule

to

bedistributed

the

followingdayInput

to

scheduleReprioritisation

ofbacklog

itemsFeedback

on

ageditemsIssues

and

actions1.2.3.4.5.Review

previous

weeksresults

and

KPIsReview

actions

fromprevious

weekReview

and

agree

nextweeks

scheduleTasks,

resourcingand

timingOperationsrequirements

andresource

inputThree

week

look

ahead,including

reviewandreprioritisation

ofoutstanding

tasksReview

backlogitemsReview

planningCritical

issuesDamageRepair

qualitySupport

systems,

etc280998LNOXN007LRJL-P1PoSThe

main

output

will

be

a

master

document

showing

the

agreed

schedule.

Specific

cuts

of

the

data

canbe

tailored

to

the

requirements

of

individual

users,

with

full

instructions

given

on

how

to

use

themOUTPUTS

FROM

THE

SCHEDULING

PROCESSILLUSTRATIVEMaster

documentFor

everyoneJob

#

MachineJobdescr.Who?34Con-veyor6–P&FMixerFixrollersNewcontrolsystemBillTonyMachine

1-Butt

ClnrMachine

2-ConveyorMachine

3-MixerFor

operations:

DowntimeMaster

document:Specific

‘cuts’

of

thedocument:For

crews:

detailed

resource

assignmentM

T8

9

10

11 12

1 2

3

8Jim Job

1Job

2Bill Job

3Job

4Tony

Job

5+Mon

Tues

WedTime

start/end1ButtClean-er

A/CCleanfilterJim8122FinesclearerPMJim12158168TimeoutTime

back

onMon

Tues

Wed

Thurs8

12

10

128

1311158280998LNOXN007LRJL-P1PoS9Planning

and

scheduling

rules

are

simplePLANNING

AND

SCHEDULING

RULESOnly

planned

jobs

can

be

scheduledAny

changes

to

the

schedule

causingAdditional

downtimeA

scheduled

job

to

be

cancelled

or

postponedRequire

approval

of

the

Manager,

Plant

1280998LNOXN007LRJL-P1PoSPerformance

will

be

measured

against

initial

targets,

with

exceptions

rigidly

tracked

at

root-cause

levelPLANNING

AND

SCHEDULING

PERFORMANCE

MEASURES90*

To

be

gradually

increased

overtimeScheduled

%Unscheduled

%Planned

%Unplanned

%Planned%Unplanned

%ned

and

scheduledNot

completed

to

plan/scheduleAll

exceptions

will

be

rigidly

tracked

down

to

the

root

causeHigh

priorityCompleted

as

plan-Low

priorityEquipment

notavailableResource

notavailableMaterialsincorrectInsufficient

res-ources

plannedIncorrectdiagnosisOtherBOM

issueStores

issueSupplier

issue10Weekly

reporting

ofexceptionsRoot

causes

tracked

for

longer-term

solutions(monthly)Initial

targetsTargetPercentage

of

hoursscheduled

60*(includes

allcrews)Percentage

of

jobs

planned(I.e.,

meeting

planningguidelines)Percentageof

scheduled

tasks

90completed

on

time

(scheduleadherence)280998LNOXN007LRJL-P1PoSImplementation

will

take

place

according

to

a

tight

timescale,

with

the

first

scheduling

meeting

to

beheld

on

21

OctoberIMPLEMENTATION

ANDREVIEW

KEYDATES:

AREA

A

PILOTTimingOctoberWeek

commencing6132027November3

101724December1

815Sign-off

meetingCrew

communicationFirst

draft

weekly

scheduledistributedScheduling

meetingFirst

day

of

newschedules/rules/trackingReview

meetingIntroduce

amendmentsand

rollout

to

Green/Bake*11As

required9151*524212827746112118202529163280998LNOXN007LRJL-P1PoSP

L

A

ND

OAC

TC

H

E

C

KPlanning

and

schedulingPrioritisationFault

reporting/workorder

proceduresRevise

equipment

strategiesContinue

implementing

technical

improvementsProcess

improvementsTechnical

report/feedback

guidelinesOperatormaintenance

guidelines/programmeSkills

trainingRoot

cause

analysis

processSystem

training/accessFinalise

and

track

performance

measuresPlanning

and

scheduling

is

the

first

of

many

ing

improvements

to

themaintenance