Predictive Maintenance Panel

International Newspaper Group19 September 2007

Kansas City, MO

Joe Bowman - ING Chairperson

Presenters

Al Moses - Reliability EngineerThe Plain Dealer, Cleveland, OH

John Nicoli - Vice PresidentBritton Services Inc., Chicago IL

Keye Daus - Assistant Production DirectorThe Plain Dealer, Cleveland, OH

The Plain Dealer

CMMS Case Study

International Newspaper Group

19 September 2007

Kansas City, MO

OverviewWorld 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

OverviewBest practices

Clean slate approach Work flows

Understand every transaction Work order MRO/Inventory control Purchasing

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

Pre CMMSDepartment StaffWork Order Flow

Radio calls Trouble reports Reactive scheduling Log book No visibility to system

Pre CMMSEquipment

No central files PM’s tracked by spreadsheet No failure analysis No cost history

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

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

Preparation Equipment Hierarchy

Cost centers Naming Convention Component

Inventory Electronic import Min/Max levels

Preventive Maintenance Describe routines Attach frequencies

BenefitsWork Order

User Access Throughout Facility Visible work order system 25000 Work orders processed Work status – in process - completion Backlog Priorities Assists troubleshooting – search

functionality

BenefitsPreventive Maintenance

Automatic scheduling based on due dates, date last performed or cycle counts

Delinquency reports Routes

Benefits

2006 PM = 10% Repair = 90%

Emergency = 65%

2007 PM = 25% Repair = 75%

Emergency = 50%

BenefitsMaterial Issues And Direct Purchases

Work order acts as business documentPlanning

Problem description Detailed instructions Material and tool requirements Training tool for JA/SOP

KPI’s Work order type

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

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

Benefits Inventory

Automatic Reorder System Generated Requisition Electronic approval

Purchasing Paperless system System tracks all stock and non-stock purchases Reports Memo entry

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

Future Goals and ObjectivesEquipment

Improve uptime Analyze failure rates and MTBF Adjust PM if required Evaluate operating procedures Modifications, upgrade or replacement Force field intiative

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

Future Goals and ObjectivesMaintenance Department

Increase wrench time Establish procedures Improve training and knowledge sharing Create culture of continuous improvement