Manufacturing Asset Care Capability Deployment

Challenge

A leading Australian baked goods business was facing poor OEE performance due to high levels of unplanned downtime.

Key challenges included:

• High  breakdown rate, causing large waste events
• Under-developed  maintenance strategy and execution
• Planned  maintenance routines not prioritised and work orders not matching labour  plans
• Failure  root cause elimination process not effective

The business engaged a team led by Evert Westerhof (note this was prior to Evert joining Cinc) to complete a diagnostic of the maintenance processes and capability and develop a prioritised roadmap for implementation to address unplanned downtime performance.

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Approach

The team leveraged a maintenance diagnostic approach to assess each area of asset care capability, together with an in-depth review of breakdown history, including time-to-repair evaluation. Based on the capability profile and the loss-areas, they developed a sequenced plan for implementation, addressing the largest loss-drivers first.

The diagnostic and implementation plan included the following:

1. Maintenance maturity diagnostic

The diagnostic covered the overall fit of the business strategy with the asset care strategy as well as execution. Key elements reviewed included:

• Equipment ranking and asset criticality
• Planned maintenance stanards
• Maintenance planning and scheduling
• Breakdown elimination and root cause analysis
• Spare parts and supply control
• Use of CMMA and KPI monitoring rhythms

Gaps were apparent across multiple areas, with key issues in planning & scheduling as well as breakdown elimination capability

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2. Implementation plan

• The team developed a roadmap for closing gaps across each element with a 4-month hyper care focus on planning &scheduling, as well as breakdown elimination. This included a review of planned / preventative maintenance standards across the highest ranked equipment, with a history of large unplanned downtime contribution
• They established a performance and progress review cycle with operational leadership stakeholders, supporting capability development
• The combination of strengthening maintenance disciplines, focusing on the largest loss drivers and prioritising implementation of capability requirements in those areas resulted in a very fast improvement of reduction of chronic breakdown losses.

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Team members involved: Evert Westerhof

This engagement was delivered prior to the team member joining Cinc. The experience and results described reflects work led by the team member(s) identified above, noting they were supported by a non-Cinc delivery team and the credential should be viewed in that context.

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