Business Excellence powered by Rx

1. R. Keith Mobley Principal, SME Life Cycle Engineering, Inc. Business Excellence powered by Rx

2. Reliability Myths • Reliability only applies to physical assets • Reliability is a maintenance-only problem • Asset reliability is dominate reason for poor business performance • Asset reliability is dominate reason for low asset utilization • Excessive maintenance cost limits competitive ability

3. Asset Reliability Losses Source: The Plant Performance Group 1985 - 2010

4. Asset Utilization Maintenance 7% Source: The Plant Performance Group 1985 - 2010

5. Reliability • The probability that a business process, work procedure, capital asset and employeewill – without exception – perform its required function in both normal an abnormal day-to-day operations • It is a holistic issue and must be resolved with a holistic solution

6. World-Class Business Excellence in and Integration of:: Maintenance must respond to both market demands and production needs, as well as provide sustaining maintenance that prolongs asset useful life Marketing drives backlog and determines current and future production requirements Marketing Production Asset Care Production must respond to market demands and effectively use installed capacity

7. The Focus of Reliability Excellence • Supply chain management • MRO materials management • Materials handling and JIT • Inventory management • Standard procedures • Waste and loss elimination • Quick changeovers • Stable, consistent processes Production Supply Chain Procurement Reliability Maintenance EH&S • Risk management • Asset management • Loss, waste elimination • Performance management • Occupational Health & Safety • Environmental Compliance • Asset care • Useful life management

8. Reliable Processes Visionary Leadership Financial Risk Management Supply Chain Marketing & Sales Voice of Customer Quality Business Strategy Asset Management Capital Assets EH&S Logistics & Distribution Human Resources Operational Reliability

9. EFQM Model (European Foundation for Quality Management) • Business Excellence Models Stress: • Leadership • Standard Processes • KPI • Models Assume: • Asset Reliability • Universal Best Practices • Engaged Workforce • Enabling Work Culture Enablers Results People People Results Key Performance Results Policies & Strategy Customer Results Leadership Processes Partnerships & Resources Society Results Innovation & Learning

10. SUSTAINABILITY PERFORMANCE MANAGEMENT AUDITS & ASSESSMENTS EQUIPMENT HISTORY EQUIPMENT & PROCESS DESIGN WORK MEASUREMENT MANAGEMENT REPORTING OPTIMIZATION RELIABILITY ENGINEERING MANAGEMENT OF CHANGE INFORMATION MANAGEMENT SUPERVISION ORGANIZATIONAL BEHAVIOR PROCUREMENT FACILITIES & EQUIPMENT PROCESSES WORK MANAGEMENT WORK PLANNING WORK SCHEDULING OPERATOR CARE ASSET CARE LOSS ELIMINATION WORKFORCE DEVELOPMENT MATERIALS MANAGEMENT CULTURE GOVERNING PRINCIPLES GOALS & OBJECTIVES ORGANIZATIONAL STRUCTURE BUDGETING & COST CONTROL OCCUPATIONAL HEALTH & SAFETY EMPLOYEE INVOLVEMENT PRINCIPLES MANAGEMENT COMMITMENT FUNCTIONAL PARTNERSHIPS Reliability Excellence Model

11. Aluminum Wheels Problem Statement • Average Production: 5,600 wheels per day • Profit: -$2.31 per wheel • Downtime: 1% (unscheduled) Perception • Obsolete foundry technology • Asset reliability Reality • Failure to adhere to standard procedures Results • Average Production: 12,000 wheels per day • Profit: $40.63 per wheel • Downtime: 1% (unscheduled)

12. Standard Work Is Essential To Excellence Actual practices define effectiveness and are created by standards and change management. Mission Policies Standard Processes Standard Procedures Why would standard work be met with resistance? Actual Practices

13. The Path To Standard Work In Production Work Content & Sequence Line Balance Standard WIP Takt Time • Location • Amount • Enable Flow • Load Chart • Balance work • Enable flow • Required resources • Time Observation Form • Total work content • Available time • Customer demand • SW Combination Sheet • Content • Sequence • Timing • Outcome • Safety Standard Work Standard Work is Central to the Continuous Improvement Process

14. Standard Work Should be Layered and Developed from the Bottom Up Layers of Standard Work • Executives • Time on the floor to verify the chain of standard work is upheld and production process is stable and improving • Value Stream Managers • Monitor and support supervisors in their ability to carry out their standard work • Supervisors • Monitor and support team leaders in their ability to carry out their standard work • Natural Work Team Leaders • Maintain production and • ensure standard work is followed

15. Who Should Have Standard Work?

16. Alumina Refinery Problem Statement • Excessive failures of 700 Surry pumps (MTBF: 6 months) • Maintenance cost $12M per year Perception • Poor maintenance practices Reality • Mode of operation (control range) Results • Failures virtually eliminated (MTBF: 36 months) • Maintenance cost less than $100K per year • Energy use reduced by $11.3M per year • Improved process performance

17. Standard Loss Elimination Process Identify Losses Pareto Losses Target Gap Seek Action Plan Conduct Problem-solving MAN MACHINES Perfection Business Case Target Condition EFFECT Current Condition Action Plan Metrics MATERIALS METHODS

18. High-speed Manufacturing Problem Statement • Loss production, missed deliveries • High production costs Perception • Maintenance deficiencies • Operators not performing Reality • Management decisions limited utilization to 50% Results • Restructured operating plan • Eliminated losses within OEE

19. Asset Utilization Losses Installed Capacity = 58,867,200,000 5-Day Work Week = 16,128,000,000 Two 5-Day Outages = 3,225,600,000 30 Minute Cleaning/Shift = 2,520,000,000 PM (9 Shifts) x 2 = 7,741,440,000 Total AU Losses = 29,615,040,000 50% Available Capacity = 29,252,160,000

20. Operating Losses OEE Losses Possible Capacity = 29,252,160,000 Uptime (Actual) (80%) = 5,850,432,000 Production Rate (50%) = 14,626,080,000 Quality Rate (98%) = 475,292,160 Total OEE Losses = 20,951,804,160 Net Output = 8,300,355,840 14%

21. 7 or 8 Wastes of Lean 1. Defects 2. Overproduction3. Transportation4. Waiting5. Inventory6. Motion7. Processing8. Skills – Not utilizing people’s talents

22. High-speed Manufacturing Problem Statement • Chronic failure to meet production goals • Losses in excess of 22 billion units per year Perception • Reliability of the production modules Reality • Modules starved for WIP materials Results • Throughput increased by 20 billion plus units per year • Production cost per unit reduced by $0.0105 • Production (operating) hours per year reduced by 120 days

23. ABC Steel Co. ABC Enterprises A Representative Current State Map for a Family of Retainers at a Bearings Manufacturing Company Workbook pg. 67 C/T = 3 seconds C/T = 22 seconds C/T = 35 seconds C/O = 2 hours C/O = 30 minutes C/O = 45 minutes Uptime = 75% Uptime = 100% Uptime = 75% 21,600 secs. avail. 25,200 secs. avail. 25,200 secs. avail. 1 shift 1 shift 1 shift

24. Refinery Problem Statement • Excessive maintenance cost for repair of heat exchangers • Low thermal efficiency in the slurry process Perception • None—performance accepted as norm Reality • Contracted maintenance services unacceptable Results • Cleaning rather than replacing tubes • Thermal efficiency improvement of 55% • Reduced maintenance cost by $6.3M per year

25. Asset Management Legal and Stakeholder Requirements and Expectations (Customers, Shareholders, Employees, Vendors, Society Other Organizational Requirements and Systems Organizational Strategic Plan • Asset Management Policy • Asset Management Strategy • Asset Management Objectives • Asset Management Plans Continuous Improvement Organizational Values, Functional Standards, Required Processes Acquire, Create, Utilize Maintain, Review and Dispose Performance and Condition Monitoring Portfolio of Asset Systems and Asset (Diversity of Types, Criticalities, Condition and Performance Asset Management Enablers and Controls

26. Food (Bakery Products) Problem Statement • 50% Scrap rate on baked cookie line • Missed deliveries and loss of market share • Constant jams and miss-feeds Perception • Poor maintenance practices Reality • Low bid system (inherent design deficiencies) • Poor changeover procedures Results • Scrap rate 3% • On-time delivery

27. Asset Management Encompasses

28. Maturity Matrix Key Process Categories Principles and Culture Processes Optimization Sustainment Themes Build Alignment and Partnerships Definition and Discipline Key Business Processes Proactive Management and Planning Enhancing Systems and Processes Levels Key Process Areas (KPA) 5 World Class Strong, active leadership Clear, concise vision and mission Universally shared values Effective, cascading goals Full integration of business functions Empowered, motivated workforce Reliance on natural work teams Proven, standard processes Roles & responsibilities known by all Negligible variation in work practices Accountability is accepted part of job Employees’ contribution rewarded Natural work teams self-directed Full integration of functional groups Strategic business plan governs Detailed tactical operating plan Effective universal communications Cascading KPIs effectively measure Asset utilization is optimum Risks are known and well managed Budgets are activity-based Culture of continuous improvement All decisions are data-driven Stretch model in-place for workforce Executives leads CI and example Real-time performance feedback Loss elimination institutionalized Seek perfection is workforce’s mantra 4 Excellence Vision statement provides focus Seamless functional coordination Full employee involved in operations Motivation and morale high Absenteeism and turnover minimum Open, honest communication Standard processes & procedures Non-value activities eliminated Loss and waste minimized Variability tightly controlled Performance trends at or near goals Workforce skills enable success Executive team leads plant team Management team committed to Rx Increasing use of work teams Mutual trust firmly established Reactive events are rare Performance management in place Leadership empower workforce Workforce embraces change 3 Proactive Workers accept Vision statement Partnership agreements established Moderate inter-function coordination Motivation and morale improving Absenteeism and turnover moderate Effective strategic plan used well Cascading KPIs established & used Work variability decreasing Workforce skills improving Effective performance measures Executive sponsor committed to Rx Management team resistance First attempts using natural teams Growing mutual trust at all levels Reactive events becoming exception Focus shifting from now to future Leadership committed to change Workforce involved in change First signs of workforce ownership 2 Emerging Initial vision statement exists Communication plan between silos Early signs of coordination Motivation and morale variable Absenteeism and turnover high Initial Strategic business plan exists Cascading goals and objectives Moderate to high variability in work Skills training program evolving Minimal performance measures Senior leadership missing Traditional hierarchical management Planning is minimal and isolated Limited efforts at problem-solving Reactive events decreasing Focus shifting from survive the day Need for change acknowledged Leadership becoming involved Some employee involvement 1 Reactive • No vision of the future • Highly siloed organization • Adversarial functional relationships • Coordination poor or non-existent • Motivation and morale low • Absenteeism and turnover high No goals and objectives Ad hoc processes and procedures High variability in work execution Workforce skills lacking Ineffective performance measures Errors and failures are norm No leadership Autocratic management Budget compliance management Limited or ad hoc planning No continuous improvement effort Reacting to events is the norm None

29. Reliability Is Fundamental To Business Excellence Seek Perfection Best-in-Class Business Excellence Stabilize Standardize Involve Employees Operational Excellence First Contact Observe Unaware Prepare for Change Assess Eliminate Waste Educate Organize Integrate Value Stream Operations Excellence Integrate Supply Chain Reliability Excellence

30. First Steps • A journey to Business Excellence starts with: • A holistic, truthful assessment of your current state • Take nothing for granted, question everything • Develop a roadmap for the future – start with the basics and build upon them • Have a real sense of urgency – but do not be in a hurry • Do not forget the workforce – your real asset • Effective change management and employee involvement is crucial to success • Remember that change cannot be mandated

31. Conclusion • Reliability is a fundamental requirements of business excellence – its not optional • Business policies and practices • Work processes, procedures and practices • Workforce development and empowerment • Physical assets • Reliability is holistic. It cannot be limited to select functions or its focus limited to a few variables • Business Excellence powered by Reliability

32. Questions? Thank you for your attention