Continuous Improvement Strategy
June 13, 2012
Stop the bleeding by implementing a continuous improvement program focused on eliminating issues. Each individual will be required to participate and help manage change from reaction to prevention.
This means focusing resources on three parallel activities:
- “Capture low hanging fruit” by fixing issues at the shop floor to build momentum for the Continuous Improvement plan.
- Develop teams to improve business processes.
- Develop internal expertise to carry the program forward without external assistance.
Tip provided by: Kevin Lewton, Vice President, Met Demand, Inc.
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- Alignment and Balancing
- Asset Management
- CMMS and EAM
- Green Reliability
- Human Asset Management
- Infrared Thermal Imaging
- KPIs - Reliability Performance Metrics
- Lean Maintenance
- Lubrication
- Maintenance Management
- Motor and Power System Testing
- MRO - Spares Management
- Oil and Fluid Analysis
- Planning and Scheduling
- PM Optimization
- Predictive Maintenance and Condition Monitoring Management
- Reliability-Centered Maintenance
- Reliability Engineering
- Reliability Leadership
- Root Cause Analysis
- Shutdowns and Turnarounds
- Total Productive Maintenance (Asset Care)
- Training
- Ultrasonics
- Vibration Analysis
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Comments (1)
A third part is operations, maintenance and management buy in or participation. All three should attend CBM meetings, be knowledgable of the RCA process,and know that the plant operates as one entity, not as individual sections. Teamwork is one of the hardest to attain, but best methods of continuous improvement a plant can have.
Lastly, communication of issues, reasons behind those issues, sharing why it is important with others, knowing to listen to each other, and willingness to listen each person when discussing an issue are keys to rounding out any plant program.
1) Posted 9:37 am, 15 June 2012 by Dave Rettke