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Predictive Maintenance Panel

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

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Predictive Maintenance Panel

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  1. Predictive Maintenance Panel International Newspaper Group 19 September 2007 Kansas City, MO Joe Bowman - ING Chairperson

  2. 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

  3. The Plain Dealer CMMS Case Study International Newspaper Group 19 September 2007 Kansas City, MO

  4. 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

  5. Overview • Best practices • Clean slate approach • Work flows • Understand every transaction • Work order • MRO/Inventory control • Purchasing

  6. 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

  7. Pre CMMS • Department Staff • Work Order Flow • Radio calls • Trouble reports • Reactive scheduling • Log book • No visibility to system

  8. Pre CMMS • Equipment • No central files • PM’s tracked by spreadsheet • No failure analysis • No cost history

  9. 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

  10. 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

  11. Preparation • Equipment Hierarchy • Cost centers • Naming Convention • Component • Inventory • Electronic import • Min/Max levels • Preventive Maintenance • Describe routines • Attach frequencies

  12. Benefits • Work Order • User Access Throughout Facility • Visible work order system • 25000 Work orders processed • Work status – in process - completion • Backlog • Priorities • Assists troubleshooting – search functionality

  13. Benefits • Preventive Maintenance • Automatic scheduling based on due dates, date last performed or cycle counts • Delinquency reports • Routes

  14. 2006 PM = 10% Repair = 90% Emergency = 65% 2007 PM = 25% Repair = 75% Emergency = 50% Benefits

  15. 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

  16. 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

  17. 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

  18. Benefits • Inventory • Automatic Reorder • System Generated Requisition • Electronic approval • Purchasing • Paperless system • System tracks all stock and non-stock purchases • Reports • Memo entry

  19. 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

  20. 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

  21. 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

  22. Future Goals and Objectives • Maintenance Department • Increase wrench time • Establish procedures • Improve training and knowledge sharing • Create culture of continuous improvement

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