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Overall Equipment Effectiveness by Bob Hansen (Excerpt Chapter 6)
Win-Win Maintenance/Equipment Shutdown Strategies (Page 13)
From the maintenance perspective, the benefits included the following:

1. More frequent access to the machine to care for deteriorating parts saving material costs and maintenance time needed to correct major failures. An increase in pride and ownership would come from better equipment uptime.

2. More tasks could be completed by key mechanics, leading to less negotiating with other departments for resources. In turn, getting additional resources would be far easier because of the reduced need for them.

3. The quality of life should be improved by having more manageable schedules. Weekends would be available for employees to enjoy with families.

4. More frequent access to the machine would lead to more proactive, predictive maintenance.

5. Focusing on fewer tasks at shutdown events would provide higher attention to detail and fewer mistakes. More work would be completed correctly the first time.

6. This approach would level out the maintenance workload over the year, smoothing the growth of technology and process improvements. Key mechanics could train at a less intense pace.

7. The maintenance budget would reduce demonstrating maintenance effectiveness and a step toward world-class.

Once this plan was communicated, both production and maintenance readily agreed to accept a six-month trial period. As the trial began, everyone was optimistic that the expected benefits would be evident soon. The transition to the new system was, in fact, smooth. The early results also shaped modifications to the plan.

A number of additional benefits immediately surfaced. With more focus on fewer tasks, along with more advance work on parts and tools, the estimates for shutdown and maintenance linestop work could be reduced significantly. The combination of fixed startups and better leverage of the key mechanics with clear priority lists (avoiding multi-tasking) enabled many jobs to progress ahead of schedule. With the shorter shut-downs, the energy level was maintained. The amount of work completed daily was impressive. The overall experience indicated that the historical requirement of 16,000 hours of work was now overstated. A new target was established of about 11,000 hours. A reduction of work of 5,000 hours.

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