Problems: Machine
downtime and its associated costs were effecting bottom-line
profitability of this well established, full-service machining
operation. Concern about proper care and maintenance of equipment
warranted a proactive effort. Increasing teamwork and cooperation
between shifts was also at issue. Lean Solutions: We
worked with the machine operators both highly skilled and new to
machining, to begin using the tools of TPM (Total Productive
Maintenance). We constructed work instructions, both visual and
written, and standardized the maintenance routines of the
machines in the CNC area. Some machines had hidden defects, along
with grease zerks and other components needing lubrication and or
maintenance that were previously unknown. We facilitated this
process with members from both day and swing shifts present, and,
using the talents of machinists from other areas of the plant,
teamwork and cooperation became natural byproducts. Impact/Results: Many
potentially destructive and completely debilitating defects were
discovered and corrected. A comprehensive schedule was created
with a check and balance system, to ensure all components were
being adequately cared for and maintained. It is difficult to
quantify and assign a dollar value to "what might have gone
wrong," but it was obvious to the cross-shift,
inter-departmental team that our proactive efforts would extend
the service lives of the machines that underwent this process.
Previously separated, niche operators became highly interactive
and cooperative throughout this process. Many long-standing
assumptions and inhibitors to communication were discarded. In
another division of this company we trained TPM facilitators to
help teach and implement the program throughout the remaining
divisions with impressive results and many successes.
