HITTING EXTREME UPTIME, OPTIMIZED THROUGHPUT AND A PATH TO A CULTURE OF CONTINUOUS IMPROVEMENT.
Managing electro-mechanical and technology driven plant systems is a tough job. High performing metrics for uptime, reliability and throughput are essential to satisfying your customers or meeting contract terms. Employees, systems, processes, management, reporting and keeping things moving all deeply matter. Are there ways to get all of it under control? Absolutely!
What follows is a protocol of what I would do right now to lead an initiative that improves output of an automated manufacturing/process system. This will work for a simple/isolated problem on through leading an Operational Excellence initiative on a single line or an entire plant.
1 - VISION
Dream about what things could be. It's the first step to getting your kingdom where it should be. Have you done this before? Probably. This time do it believing you finally have a way to get there. People, including your management are wired to respond to people who talk hopeful, clear and bold about the future.
2 - ASSESS
Things get out of control, they move, shift, get modified. In other words, what makes up your environment changes. With all the complexity of controllers, VFD's, multiple cabinets, upgrades, new people, new processes, incoming information....the whole make up of things gets crazy over time.
Simply map out what you have. Do it shallow or do it deep, but start a document or set of documents that allows you to capture what you have. Don't leave it all in your head. It's just too complex for that. Plus, you need to manage changes. How can you do that without a set of data and diagrams to capture the details?
3 - PLANNING
With a clear understand of what you want to do (Vision) and a map of where you are (Assessment), it is time to plan.
There is a concept in Project Management called "Progressive Elaboration". Basically, this gives you permission to start with a basic plan and build it as the effort progresses. If you have had trouble effectively planning in the past, get back on the horse and try again. Read articles written by project managers. They are very good at this.
4 - KNOWLEDGE SETUP
Sometimes we limit what we will chase by what we believe we already know. The problem here is a deep seated agreement that this is smart. Trash that. You likely know more than you think and are well able to learn what you don't now. There are many resources to learn from; Lynda.com, YouTube, manufacturer documentation, forums, ....the list goes on.
Identify what knowledge will be needed by you and/or others. Make obtaining it part of your plan. Just don't let a lack of knowledge stop you from being creative and aggressive.
5 - RESOURCES SETUP
At this point what is possible will be closely related to the resources you have available. Start with what you have, work toward getting what you will need. The vision combined with your plan, you created will give you a cornerstone by which to know what to ask for.
Is it outside help? Is it software? Is it additional staff? If you can articulate an ROI that is acceptable, and clearly connects to a cost avoidance or revenue producing capability that is in the interest of the stakeholders and decision makers, it is likely you will make progress in obtaining what you want.
6 - TRANSFORMATION PROJECT(S)
This is where the magic happens. The kind of magic that happens with engaging a clear plan of action. So it's not really magic at all I guess, but it will seem like it as results begin taking shape.
Areas of transformation include :
- Documentation Availability
- Engineering/Change Protocol
- Controller Interface | Code Control
- Throughput Determiners
- Visualization Systems (HMI)
- Computing Virtualization
- Team Self-Training Systems
- CMMS Intelligence Application
- Reliability Programs
- Work Procedures
- Systems Security
- Service Readiness
Imagine these areas performing at high levels. Then stick with your plan until you see what you set out to create.
This will be covered in more detail in future articles as it entails more discussion than is fitting here.
7 - FUTURE-PROOFING [CONTROL]
This is the last stage of the DMAIC system. What is the point of going through the effort and expense of making changes if things migrate back to what they were.
If settings have been changed, create a spreadsheet that can be used to double check parameters monthly (or at whatever frequency). If code changes are done, log them, save the program and carefully control who has access to the file and subsequent changes to it. If a new process is to be followed, by all means make sure it is written down and monitoring done to ensure it takes root and remains part of the operation.
P.S. - BONUS! - STABILIZE YOURSELF
CHANGE IS DIFFICULT, BUT DON'T PANIC! HERE IS A BONUS TO HELP IN THE TOUGHEST OF TIMES
First, breath. Find a quiet spot where nobody could find you. Just long enough to breath at 5-7 breaths per minute from your diaphragm for about 3 minutes. I wouldn't count it, I'd just do it for what seemed like enough.
Then, take a big drink of cool water. I mean a big drink. Be ready for a bathroom break in about 20-30 minutes.
Then stretch. Hamstrings by bending forward, the back by leaning backwards, core by twisting. Hold in each position for about 10 seconds, do it 2-3 times.
Then stand and walk tall. This is a great reset for when it gets tough.
What does this have to do with being a maintenance manager you ask? Everything. Do you think you will succeed in one of the toughest jobs in our sector without an ability to stabilize your mind and body? You will get more of your brain working optimally for the next parts.
Trust me, this works. Plus, it will make you healthier if you learn to do it regularly.
GETTING HELP :
Struggling with getting things under control in your operation? Shoot me an email (chuck.jonkman@controllingautomation.com) or call me at (918.852.5796). I would love to discuss your concerns, questions and curiosity about how to take steps toward Operational Excellence in your operation.