Project overview
Background:
The maintenance department was stuck with a 60's mindset, with the approach reflected in the workshop. The fitters and electricians had separate work areas divided by a physical wall. The storeman had his own domain. Preventive maintenance was rarely practiced as the engineers enjoyed the recognition of fixing things. The engineering stores was overstocked and disorganised.
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The Change:
The workshop was re-organised, with the wall taken down and a common library for manuals and schematics. Shadow boards for common tools, and cupboards / shelves labelled for contents. Engineers each had a locker for toolbox storage, with common benches that needed to be kept tidy. System introduced for bench repairs, with required spares now managed inventory. Computerised Maintenance Management (CMM) system introduced to log activity and generate Preventive Maintenance tasks. Multiskilling introduced with necessary training provided. Health and Safety focus with "Take 5" risk assessment before every task.
Maintenance Department Cultural Change
Energy reduction
Preventive equipment maintenance and focus on energy loses (compressed air and steam leaks) reduced site energy consumption from over 200 to 120 kWh/ksm
Waste Reduction
Improvements in Production Quality and minimising production time out of tolerance reduced controllable waste down from 10.5% to below 8%
Production Quality
Changing from fixing the equipment when it broke to repairing it when it deviated from tolerance improved sitewide quality with DPPM down from 3,000 to under 800
Productivity
Improving reliability through preventive maintenance and reducing the breakdown time to fix increased corrugator productivity from 7,500 to 9,100 lm/open hr.
Health and Safety
A cultural Health & Safety change, moving the site from 7 LTA’s per year to over 3 years with none.
Key deliverables
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