By Timothy C. Kister
It is a hands-on reference consultant for the upkeep or reliability engineer and plant supervisor. because the 3rd quantity within the "Life Cycle Engineering" sequence, this ebook takes the guiding rules of Lean production and upkeep and applies those suggestions to daily making plans and scheduling initiatives permitting engineers to maintain their apparatus working easily, whereas reducing downtime. The authors supply valuable recommendation at the potent use of labor orders and schedules and the way they healthy into the general upkeep plan. There will not be many books available in the market on making plans and scheduling, that transcend the speculation and exhibit the engineer, in a hands-on means, easy methods to use making plans and scheduling innovations to enhance functionality, reduce expenses, and expand the lifetime of their plant equipment. * the single publication that takes a right away examine streamlining making plans and scheduling for a Lean production atmosphere * This booklet exhibits the engineer the way to create and keep on with potent schedules * provides examples and templates at the back of the publication to be used in daily scheduling and calculations
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Extra info for Maintenance Planning and Scheduling: Streamline Your Organization for a Lean Environment
9 There is no feeling of involvement or participation on behalf of the workers. " Clearly, these practices and attitudes will doom any Lean initiative to failure. As stated earlier, Lean is about people. Additionally, Lean is about changing attitudes and it is about total corporate commitment~from the very top management levels to the shop floor--to the concepts of the Lean Operation. 3 New Roles for Managers and Supervisors With the formation of action teams, which are empowered, self-directing and team activity oriented, the roles of management and supervision require rather dramatic changes to take place.
These standard practices are fundamental to the identification and elimination of waste. They are easy to remember (although not always easy to achieve) and should be the guide for everyone in the Lean Organization. The Plant/Facility Lean Environment 23 Some of the more common techniques employed in the Lean Manufacturing or Process Plant are delineated in Table 2-1. They are grouped by general plant objective categories, although there is considerable latitude in how and where the techniques can be used.
Eline 11% 4 ~ . ,,o 10% 9% L ........................................ Target progress .... ~ Actual progress "L - 8% 7% 6% 5% Jan. ~ Feb. Mar. Apr. May . . . . . . . . Figure 3-2 Typical Display of Goal and Performance Jun. Jul. i i ~ Aug. i i i i i iiiii i~ 48 MaintenancePlanning and Scheduling 1. measures of equipment performance, such as availability, reliability and overall equipment effectiveness; 2. measures of cost performance such as labor and material costs of maintenance; 3. measures of process performance such as schedule compliance and the ratio of planned and unplanned work.