BREWING:

MAJOR NORTH AMERICA BREWER STRIVES TO IMPROVE LINE EFFICIENCIES BY ADDRESSING LINE DOWNTIME SO THAT OEE COULD BE INCREASED…

 

 

 

 

BUSINESS ISSUES–

The project was initiated to train and develop an effective Maintenance Organization and to implement a disciplined process of performance and awareness dedicated to lowering costs.  The company produces product at seven regionally located plants from coast to coast.  This location manufactured and packaged beer and flavored malt beverages, both cans and bottles across nine production lines.  Several container sizes and packaging configurations were produced.

Local management viewed plant maintenance as operating efficiently if there were no major breakdowns and as long as Corporate Management was content that the overall maintenance costs were within their inflated budget.  This situation masked poor utilization of the maintenance organization maintaining the production lines at a greatly inflated cost.  There were significant amounts of unnecessary overtime worked resulting in higher than necessary unit costs.  There was no ownership of the issues hindering continuous improvement by either Operations or Management.   Also there were:

  • Poor operating management & supervisory skills
  • Lack of maintenance management process in place for assigning, follow-up and reporting attainment & efficiencies of wrench-in-hand
  • A maintenance system where the data was collected was not clean and was not used to provide performance and status information
  • No closed loop system of controls, procedures and root cause analysis
  • Maintenance supervisors not on-the-floor interacting with the crafts
  • Poor coordination of crafts personnel & having consistent expectations for capabilities
  • Maintenance Planners were paper shufflers & overtime only
  • Excessive overtime and outside contractor costs
  • No maintenance and operations partnership to resolve issues
  • Poor planning and follow-up on clean-ups, planned downtimes and changeovers
  • PM’s had no validity, were poorly defined & lacked necessary detail and were not useful in improving uptime

PROJECT OBJECTIVES–

  • Improve overall maintenance resource utilization by developing and installing the proper systems and disciplines to achieve a $5,200,000 cost reduction
  • Train Maintenance Management to utilize the Maximo system to plan, assign, follow-up, report and measure all daily work
  • Install controls to remove overtime and outside contractors
  • Develop a clean backlog removing useless PM’s and completed work
  • Install a feedback and cost information system designed for management to take corrective action at the earliest possible time
  • Develop a measurement system designed to evaluate trends
  • Implement a manpower planning system to determine crewing requirements

MAL DELIVERED–

  • Removed useless PM’s and completed work from the backlog
  • Implemented a weekly and daily planning process to include Operations Management to plan real work required to improve line performance
  • Planned all work a week in advance with daily assignments, feedback and reporting to monitor progress
  • Shifted staff to the downtime crew to get the most work accomplished
  • Developed the shift controls and reporting required to monitor planned work on a daily basis
  • Implemented overtime review process to control costs
  • Installed information tracking that identified trends of critical measurements relative to costs and performance
  • Installed staffing model to measure staffing levels relative to performance and backlogs of work
  • Achieved the cost reduction of $5,200,000