Western Region Maintenance Adventure IMRt Queensland & Northern Territory - Brisbane 19 March 2007 Randall Ferguson – Western Region Maintenance Manager

Developing Maintenance Engineering Excellence Teams

This is not a broken day every day presentation

Developing Maintenance Engineering Excellence Teams

The Presentation will focus on how the LEAN program is Helping Site Maintenance Activities now and into the

future

Developing Maintenance Engineering Excellence Teams

Location of Fonterra Australia Manufacturing Sites

Developing Maintenance Engineering Excellence Teams

Cororooke Site

•Cororooke site established in 1829 •Staffing levels range between 70 and 140 throughout the year, depending on the amount of production • This site produces Mozzarella Cheese, Ricotta, Cream, Whey Powder and Shredded Cheese Products. •AMEA 2001 – Achiever Award •AMEA 2004 – Finalist Award •AMEA 2007 – Finalist Award

Developing Maintenance Engineering Excellence Teams

Cobden Site

•Cobden site established in 1888 •Staffing levels range between 190 and 250 throughout the year, depending on the amount of production • This site produces many varieties of butter, spreads, cream and powder products •AMEA 2007 – Finalist Award

Developing Maintenance Engineering Excellence Teams

Western Region Maintenance Manager Randall Ferguson

Cobden and Cororooke Maintenance Inventory Controller Terry Young

Cobden Maintenance Coordinator Powder and Services Trades

Cobden and Cororooke Capital Works Engineers

Cobden MFD Maintenance Team Leader MFD Trades

Cororooke Maintenance Coordinator Powder & Services maint

Cororooke Maintenance Team Leader Cheese / Shredding maint

Developing Maintenance Engineering Excellence Teams

Pre LEAN Days in Maintenance 

Well Established Foundation



Maintenance Structured



Working in a Controlled Environment



Good Processes & Practices



Cororooke had Achieved: – AMEA Achiever 2001 – AMEA Achiever 2004

Developing Maintenance Engineering Excellence Teams

Why LEAN 

The need for a structured approach for improvement in the maintenance area involving all



Builds on the Best Practices Foundation



It‟s a tool for Trades engagement in decision making



It‟s a tool to enable the trades to have a better understanding of the business

Developing Maintenance Engineering Excellence Teams

Early Days of LEAN in Maintenance 

We don‟t have to change,



We don‟t break the equipment,



Very traditional in thinking



Been here seen it before



Instead of meetings just fix it



You won‟t give us the money to do that



All apprehensive and not sure about the process

Developing Maintenance Engineering Excellence Teams

LEAN LEADERSHIP TEAM‟S “What is their Roll” Maintenance, Engineering Leadership Team “MELT” •Develop and Implement each cycles MEM plan through establishing MAM, ERT and maintenance support activity for production WAM, OEM etc teams. •Support to ensure the overall success of MEM Plan •Engage the support and commitment from the Site Leadership Team and all maintenance teams. •Evaluation of each cycle of the MEM Plan •Integrate each MEM plan into the site MIT plans •Communication of the progress, success and learning to date •Adequately resource the implementation and ongoing activities for the MEM Plan.

Developing Maintenance Engineering Excellence Teams

LEAN LEADERSHIP TEAM‟S “What is their Roll” Maintenance, Engineering Leadership Team “MELT” Composition •Site Maintenance Manager •Site Production Manager •Site Maintenance Co-coordinator •Site Maintenance Team leader •Site Maintenance Inventory Controller •Engineering Representative •Site LEAN Co coordinator

Developing Maintenance Engineering Excellence Teams

Forming The MELT Purpose Why do we exist, and what are we trying to achieve

Information Are we being successful?, Making a difference

Relationships Who do we depend on, and who depends on us

Developing Maintenance Engineering Excellence Teams

Vision  Support the Fonterra Western Region Plants by being industry leaders in Maintenance Mission  The Western Region Maintenance will strive for continuous improvement in all facets of maintenance, providing the best possible support and ensuring to align with the Production units at the Cobden & Cororooke Plants, to achieve maintenance excellence by benchmarking against similar industry‟s local & abroad.

Developing Maintenance Engineering Excellence Teams

Values 

We are committed to achieving our mission through working in a collaborative manner, being responsive to the production needs, acting with integrity and generating innovative approaches and skill development

The Role of Maintenance 

The role of the Maintenance Teams at the Cobden & Cororooke production facilities is to ensure production capability.



By upholding our values and continual improvement in reliability practices.



By Developing and Monitoring Effective KPI‟s



By empowering maintenance employees to encourage a sense of ownership



By continue development in the 10 key areas of maintenance

Developing Maintenance Engineering Excellence Teams

Principles and Rules for Maintenance 

Maintenance is a process which produces capacity



Maintenance is planned and managed



Maintenance cost is an investment rather than a burden

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A return is expected on that investment



Decisions are made at the lowest organizational levels



The workforce is managed rather than supervised



Supervisors are Coaches / Mentors



The budget is a tool to help manage maintenance



The maintenance plan set the budget for the year

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Process Area budgeting will facilitate joint approach (prod & maint)



Budgeting assists in analyzing and identifying long term needs



Zero based budgeting is used to understand and control costs.

Developing Maintenance Engineering Excellence Teams

Starting to develop a Strategy Corporate Requirements

MELT

Equipment Reliability

2006 Onwards

Production

Developing Maintenance Engineering Excellence Teams

End Result

MELT Set Direction and Review

• Improve equipment capability • Reduced Site Coverage • Improved Operator Knowledge Base • Move to Planned / Predictive Work • Better control of business costs • Better project implementation • Better equipment / process design

Developing Maintenance Engineering Excellence Teams

Production

MAM‟s MELT Projects

Frontline Operator Care

Move to Reliability Improvement Teams

Set Direction / Adjust Strategy

Consultative / MIT Based

Developing Maintenance Engineering Excellence Teams

Developing Maintenance Engineering Excellence Teams

MELT Cobden

MAM

MAM

ERT

Electric Motor Store (6 Weeks)

Stork Workshop (12 Weeks)

BOC Packer (6 Weeks)

MAM FMEA (12 Weeks) Due to finish end Oct

Developing Maintenance Engineering Excellence Teams

MAM Activities

Developing Maintenance Engineering Excellence Teams

Cororooke Survey Results Cycle 1 & 2 & 3

Developing Maintenance Engineering Excellence Teams

„Time Lost‟ Analysis (% Time Lost of a typical week)

Current

Year 1

Year 2

Year 3

People not clearly explaining to you what has happened when called to a job

7.3%

6.5%

4.5%

2.0%

Tools not being immediately available when required (eg not easy to find or close to where needed)

4.6%

3.0%

2.0%

1.0%

Duplication of recording information

2.0%

0.5%

Slow recording of information into system (eg slow entry of data into computer)

3.3%

1.0%

Slow retrieval of information from system (eg slow computer system)

1.8%

1.0%

Technical information not readily available when required (eg not easy to find or close to where needed)

2.4%

1.5%

1.0%

0.5%

Spare parts not immediately available or easy to access

3.3%

1.8%

1.0%

0.5%

Maintenance consumables not immediately available or easy to access

2.1%

1.4%

0.9%

0.5%

Responding to incorrect process adjustments by operators

5.5%

5.3%

3.0%

1.0%

Any other issues

3.9% Totals

36.1

1.0% 25

15

<10%

Developing Maintenance Engineering Excellence Teams

„Type of Maintenance Work

1.

Breakdown/Urgent*

1.

Preventative (PM)/Predictive (PdM)

1.

Planned Corrective/Minor Improvement

1.

MIT Support Activities

1.

MEM Improvement Activities

1.

Capital/Special Projects

1.

Other Activities Totals

Current

Year 1

Year 2

Year 3

27

20

10

5%

25

27

29

30%

25

27

31

35%

7

9

11

13%

2

4

6

7%

5

7

9

10%

9

6

4

0%

100%

100%

100%

100%

Developing Maintenance Engineering Excellence Teams

Developing Maintenance Engineering Excellence Teams

Cororooke MIT teams



MAM Main Workshop



Electric Motor MAM Team



ERT Shredders Packer



ERT Printers / Tapers



MAM MTBF Team

Developing Maintenance Engineering Excellence Teams

Cobden MAM teams



MFD Work Shop / Store Team



Powder Store Team



FMEA (FMI)



Electric Motor MAM Team



ERT BOC Packer

Developing Maintenance Engineering Excellence Teams

Cobden MAM teams 

Powder Store Team (Finished)

Developing Maintenance Engineering Excellence Teams

Cobden MAM Team (MFD Team))

Developing Maintenance Engineering Excellence Teams

Cobden MAM Team (Electric Motor Store)

Developing Maintenance Engineering Excellence Teams

Cororooke MAM Team (Spanners & Sparks)

Developing Maintenance Engineering Excellence Teams

Cororooke MAM Team (Spanners & Sparks)

Developing Maintenance Engineering Excellence Teams

Cororooke MAM Team (Spanners & Sparks)

Developing Maintenance Engineering Excellence Teams

MAM Activity Benefits 

Found gear that we did not know we had



Safer working environment



Better control of hand tools

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Established pride amongst the trades

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Better document control for manuals / drawings



Reduced maintenance lost time looking for things

“A place for everything, Every Thing in it‟s Place”

Developing Maintenance Engineering Excellence Teams

Equipment Reliability Team (ERT) Activity Benefits  Provides a platform for both maintenance & production to evaluate equipment  Allows operators to contribute ideas in a open forum

 Breaks down barriers  Provides a better result on what options are available to improve equipment reliability.

Developing Maintenance Engineering Excellence Teams

Cororooke & Cobden ERT teams  Shredder Team  Printers & Box Tapers  BOC Packing machine

Developing Maintenance Engineering Excellence Teams

LEAN Process Benefits to date 

Production and Maintenance working relationship



Production & Maintenance are striving for the same result

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Greater understanding of each others needs



Maintenance trades engagement



Reduction in wasted maintenance time



Maintenance & Engineering working together on projects



Assisted the sites in the 2006 Australian Maintenance Excellence Awards process

Developing Maintenance Engineering Excellence Teams

Looking Forward –

MELT Teams working on MTBF and FMEA systems

–

MELT Teams are working on plans for maintenance readiness when production launch into Operator Equipment maintenance. (OEM)

–

Trades People Appraisals

–

Trades People involved with future MIT Teams

–

Documented Plan for future Maintenance Staff

Developing Maintenance Engineering Excellence Teams

Questions

Thank you