LEARNING TO SEE… IS OUR SYSTEM OK?
TOTAL PRODUCTIVE MAINTENANCE
CASE STUDIES ON MACHINE PROBLEM SOLVING IN ACTION
One of the basic principles of Lean manufacturing (and Lean Service) is to make problems visible to ensure they can be solved. Paul’s sensei back in Japan used to tell him: “No problem is big problem”.
Managers, too, need to learn to see problems, so they know if processes and systems are performing as intended. Here it pays dividends to pay attention to details. Just because line output is ‘right’, it doesn’t mean there are no problems that need to be fixed. We need to go-see.
Small problems often escalate. They are reliable predictors of bigger problems. For example, to prevent accidents we focus on unsafe conditions and near misses.
The same principle applies to machines and maintenance.
“Small problems are reliable predictors of big problems and sub-optimal performance.””
Small machine problems, such as temporary fixes that have become permanent, are clear indicators of bigger problems. When managers spot these, maintenance processes, methods and mindset require attention.
Can you spot these kind of problems in your business…?
Pressure switches held together & in place with cable tie
‘Temporary’ wiring to bypass faulty component. When replaced, wiring not set back to standard.
Green hose clamp is broken so, cable tie used to restrain hydraulic hose.
Temporary cable joint becomes a long term fix.
Compressed air hose repaired: short new section (25%). Complete hose should be replaced to reduce number of joints & get rid of old hose section
Redundant sensor cables not removed
Small oil leaks just get soaked up.
This Machine Problem Solving case study is based on our hands-on training and coaching sessions with Supervisor Academy clients engaged in Total Productive Maintenance (TPM) efforts. It was written by Paul Everitt & Denis Becker
