The ''Maintenance Insanity'' Cure: Practical Solutions to Improve Maintenance Work

272 Pages·2018·12.76 MB·English

by  Roger D. Lee

Testimonials for Roger Lee’s Work
“Prior to the intervention, we were not able to even get done today what needed doing.
How could we possibly have time to improve? We were very skeptical of the changes
they wanted to make. Now looking back after 4 years, and seeing the real results we’ve
achieved, we are all believers.”
— Joe Bologna, Kuantan Site Manager, Malaysia Plant implementation
“These maintenance processes have had an unbelievably positive impact on our mainte-
nance culture, on my guys’ life, and the way we now view our jobs. You opened our eyes,
helped us, and supported us all alone the way as we grew and changed. The site has a new
awareness for the value maintenance adds. We will never let it go back to the old ways.
Thanks.”
— Shannon Abney, Maintenance and Engineering Manager, Eastman McWhorter Facility,
Columbus, Ga.
“The principles of planning and scheduling maintenance work and enhancing coopera-
tion between Operations and Maintenance are now fundamental to managing our efforts
effectively. The maintenance program established these fundamentals on a site wide basis.
Although our site is not entirely there yet, we feel we have the building blocks for sus-
tained improvements not only in maintenance, but in overall site profitability.”
—J. T. Pundt, Operations Support Manager, Eastman Lawter Facility, Pleasant Prairie, Il.
“I have seen this approach work first-hand at a large domestic site, two small Asia Pacific
sites, and now my small US site. The starting points were all very different in terms of
work culture, experience level, and organizational structure. The work processes and tools
worked in all three scenarios and made real money. You can just do more with less if you’re
preventing the “fires” instead of fighting them. We have saved maintenance expenses and
production losses. Preventative maintenance practices are defined to the point where
the discretionary time of production operators becomes another resource. The “business
objectives meet the real world” approach taps into the discretionary efforts of production
and maintenance for a true win-win solution.”
—Steve Statham, Site Manager, ABCO Facility, Roebuck, SC
“The maintenance processes have improved our operational foundation and are making
significant differences in our ability to continually reduce costs and improve quality and
services to our customers. The best practices implemented by networking with all sites
has enhanced our teamwork between maintenance and operations as well. I am really
impressed with the execution and results.”
—Mark Bogle, Director NA Resins Manufacturing, Eastman Chemical Company
“These maintenance processes have had a positive impact on the teamwork, employee
buy-in, and work culture at all our sites. Maintenance is now truly a site issue with con-
tributions being made to the bottom line to lower costs (fixed and EFO) and to improve
quality. Maintenance is a contributor to Eastman’s ROI.”
—Marc Ramsdale, Vice President Olefins Stream, Eastman Chemical Company
“The track record of the Singapore plant speaks for itself. The team beats the 2.5% ARV
target set by the company without cutting corners in safety and equipment reliability.
Their achievement is possible because of the management processes and tools that have
been put in place and executed religiously to ensure proactive and preventive maintenance
rather than reactive. This program enhances the plant reliability and safety while keeping
the cost under control. I have a lot of confidence in this system and am implementing it
in the Qilu Eastman joint venture plant in China.”
—J. W. Kew, Qilu Eastman Specialty Chemicals Limited, Plant Manager
“Prior to the arrival of these maintenance processes in Singapore, we thought we were on
the right path. These concepts were new to the Singapore industry. We were very skeptical of
the changes they wanted to make. Now, looking back and seeing the success we’ve achieved,
we are sold on these processes. The results confirm that we moved in the right direction.”
—LRS Mani, ECSPL General Manager
“From my experience and knowledge, I would state that these maintenance processes
strongly bridge the gaps for mechanical integrity requirements and provide the platform
used with other site and company tools to ensure total PSM “MI” compliance. The main-
tenance processes have had a very positive impact on safety.”
—Jeff W. Johnston, Former Site Manager for Lawter facility
“The big success resulted from the reorganization with new roles to enhance communi-
cation. Operations now believes that they need maintenance to succeed or we all fail. We
now fully utilize our resources before going outside for help.”
—Pete Huwe, Maintenance Manager, Eastman Hercules Facility, Jefferson, PA
“Lots of good metrics here, and all of them headed in the right direction. Going from less
than 40% planned work to 80% and at the same time FTE going from 55 to 35 is great
work! Thanks for the progress and for helping me understand your strategy.”
— Bob Moody, Director NA Adhesive and Polymers Manufacturing, Eastman Chemical
to the Maintenance Manager at Jefferson, PA
“We began implementing the maintenance program 2.5 years ago. We were very reac-
tionary with running equipment to failure as the most common mode of operation. Now
we have seen improved equipment reliability and annual M&R costs have decreased 25%.
The mechanics were initially skeptical of planned maintenance but they now appreciate
the benefits first hand.”
— Bret Beach, P. E., Engineering and Maintenance, Manager, Eastman McWhorter Facility,
Lynwood, CA
“Great new record for “Days without a Maintenance Call-in!” This is real dollar savings
due to reduced overtime and can only happen when the maintenance and operations per-
sonnel are aligned with respect to processes and priorities. I appreciate the good teamwork
and communications between these groups that allowed this to happen.”
— T. L. Ratcliff, Director of Resins Manufacturing Eastman Chemical Company
(Former McWhorter and ABCO plants)
The “Maintenance Insanity” Cure:
Practical Solutions to
Improve Maintenance Work
Roger D. Lee
INDUSTRIAL PRESS, INC.
Industrial Press, Inc.
32 Haviland Street, Suite 3
South Norwalk, Connecticut 06854
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Toll-Free in USA: 888-528-7852
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Author: Roger D. Lee
Title: The “Maintenance Insanity” Cure: Practical Solutions to Improve Maintenance Work
Library of Congress Control Number: 2017953515
© by Industrial Press, Inc.
All rights reserved. Published in 2018.
Printed in the United States of America.
ISBN (print): 978-0-8311-3624-6
ISBN (ePUB): 978-0-8311-9468-0
ISBN (eMOBI): 978-0-8311-9469-7
ISBN (ePDF): 978-0-8311-9467-3
Editorial Director: Judy Bass
Copy Editor: Judy Duguid
Compositor: Patricia Wallenburg, TypeWriting
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tronic or mechanical, including photocopying, recording, or by any information storage and
retrieval system, without written permission from the publisher.
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the documentation contained in this book.
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This book is dedicated to all the people I have worked with to solve the problems
described in each chapter. May the knowledge gained be of benefit to others facing
similar challenges. There is light at the end of the tunnel.
Special thanks go to my wife, Gina, for being understanding and supportive of all
the travel and time away from home required by this work.

Contents
Foreword.....................................................xiii
In Brief: About This Book........................................ xv
Introduction ................................................. xvii
Acknowledgments..............................................xix
About the Author ..............................................xxi
CHAPTER 1
How Bad Are We? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
A Case Study ..................................................1
Improvement Program Initiated ...............................2
Results Achieved ...........................................3
A Second Case Study ............................................4
Improvement Program Initiated................................5
Results Achieved ...........................................6
CHAPTER 2
Evaluate the Need for Intervention . . . . . . . . . . . . . . . . . . . . . . . . 9
Crew Team Meeting Exercise: Average Workday—
Pick Out the Needed Improvements .............................11
Final Exam ...................................................14
CHAPTER 3
The Maintenance Journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
The Key to Your Success: Your People...............................20
Intervention Step...............................................22
Real-World Results.............................................24
Summary.....................................................25
vii
viii Contents
CHAPTER 4
Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Establish Planning and Scheduling Priorities for Maintenance ...........33
Check Step to Verify Progress ....................................35
CHAPTER 5
Planning and Scheduling Guiding Principles . . . . . . . . . . . . . . . . 39
P&S Audit and Feedback Form ...................................41
Mechanic Job Feedback..........................................43
CHAPTER 6
Back to Basics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Monkeys in a Cage: Is a Culture Change Required?....................49
Communication and Teamwork ...................................50
Leadership Attributes ...........................................53
CHAPTER 7
True Partnership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Maintenance Coordinator/Production Assistant ......................57
Contractor/Client Productivity Coordinator .........................58
Scheduler ....................................................59
Planner ......................................................60
Material Coordinator ...........................................60
Maintenance Team Manager/Supervisor ............................60
Initial Insanity Cure Timeline.....................................61
Notes ...................................................62
Schedule Performance Metrics ....................................63
CHAPTER 8
Small Site Planning and Scheduling . . . . . . . . . . . . . . . . . . . . . . 71
Overview.....................................................71
Key Element 1: Classification of Work..............................72
First Line Work ...........................................72
Second Line Work .........................................72
Third Line Work ..........................................74
Contents ix
Key Element 2: Maintenance/Production Organization . . . . . . . . . . . . . . . .74
Key Element 3: Priority System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77
Key Element 4: A Value-Adding Planning Process . . . . . . . . . . . . . . . . . . . .79
Minimize . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .80
Categorize (Preplanning) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .82
Optimize . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .82
Key Element 5: A Value-Adding Scheduling Process . . . . . . . . . . . . . . . . . . .84
Key Element 6: Planning and Scheduling Tools . . . . . . . . . . . . . . . . . . . . . . .87
SAP for Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .88
MS Project for Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .89
Shutdown Scheduling Using MS Project . . . . . . . . . . . . . . . . . . . . . . .90
Key Element 7: Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .90
Key Element 8: Process for Taking Advantage of Efficiencies Gained . . . . . .92
CHAPTER 9
Cost Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
Cost Analysis and Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .95
General Rules of Thumb Pertaining to These Buckets . . . . . . . . . . . . . . 96
Cost Analyst Duties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97
Cost Control Process Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .98
Create Mutually Beneficial Partnerships with Contractors and Vendors . . .105
CHAPTER 10
Contractor Productivity Improvement Process . . . . . . . . . . . . . 109
Explanation of the Productivity Coordinator Concept . . . . . . . . . . . . . . . . .112
Contractor Productivity Coordinators: Responsibilities and Duties . . . . . . .113
What Would Make a Good Improvement Project? . . . . . . . . . . . . . . . . . . .119
Opportunities for Further Value Creation . . . . . . . . . . . . . . . . . . . . . . . . . .120
CHAPTER 11
Plug into Your Workforce . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
Tap into the “Force” of All of Your Employees—Proven Performance
Management Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .123