Here, we're referring back to that column and discussion of equipment selected as the initial Lean Equipment Management focus and laying out seven interdependent principles for achieving rapid, highly visible, and sustainable results:

 

The most important success factor in Lean Equipment Management is to deploy these seven principles in an interdependent manner and in ways that change the culture around that equipment.

 

As an example of this interdependence, the first principle ("Targeting major causes of poor equipment performance.") guides the actions in each of the other six. Then that first principle measures the effectiveness of the actions (and results) from those six.

Let’s dig a bit deeper into the “interdependence" concept.

Say the targeted equipment data suggests a few chronic maintenance problems that could be mitigated by assigning routine operator checks at the start and end of shifts. Maintenance personnel should develop the procedures in concert with the operators and then train and qualify them to perform those tasks consistently and accurately. At this point, we have principles 1, 2, 3, and 4 working together.

Continuing with maintenance, say the targeted equipment data also suggests a few chronic problems that could be mitigated by upgrading several weekly preventive maintenance procedures; specifying a few more robust spare parts; and developing a new repair procedure for one of the components. Further steps include design of remote points to allow lubrication while the machine is running. In this phase, we've incorporated principles 1, 3, and 5.

But we're not done yet. There’s more to undertake with principle 4. Training and qualifying staff to perform the upgraded preventive maintenance, follow the new repair procedures, and use those new remote-lubrication points can't be overlooked.

 

Despite the years of experience among maintenance personnel, the driving out of human variation, prevention of errors, and, performance of new tasks right the first time, every time, is essential for sustainable LEM.
 

A quick, single-point training/coaching lesson on the reasons for specifying the new robust spare parts is also required for procurement staff (principle 4 in action). Principles 6 and 7 are overarching ones that serve to lead, direct, and engage the emerging LEM team in the establishment of a new way of thinking, working, and behaving around the targeted equipment.
 

Next week, we’ll focus on leadership and teamwork in Lean Equipment Management.

bwilliamson@theramreview.com