1 Introduction
2 Lean Smart Maintenance Concept
2.1 Structural Organization
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Interdisciplinary teams (semi-autonomous working groups) are established and are responsible for operation and maintenance in a defined workshop area. The structural organization is dynamically adapted to changing conditions.
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The contribution of the teams to asset performance is measured and visualized.
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The span of control allows appropriate leadership and motivation.
2.2 Process Organization
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Comprehensive maintenance master data is available in an actual state.
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Dynamic capacity planning takes asset criticality into account.
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Initiation, implementation, monitoring, and feedback of each maintenance activity is done by the use of a standardized system and is improved continuously.
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Wrench-Time analyses to identify loss times [6].
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Non-productive and non-value adding times are recorded and reduced.
2.3 Target System
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comprises a written maintenance missions statement.
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is focused on value creation contribution.
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is derived from enterprise targets.
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is oriented on economic, ecologic, and human factors.
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is integrated in the maintenance control loop and is dynamically adapted.
2.4 Maintenance Strategy
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All possible strategies – break down, preventive, condition based, predictive, and prescriptive – are mixed asset specifically in economic and risk oriented perspectives.
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Maintenance strategy mix is adapted dynamically to changing conditions.
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Assessment tools concerning of risk and cost criteria are used to classify dynamically all assets.
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Strategy selection process is integrated into the maintenance control loop.
2.5 Maintenance Controlling
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All necessary asset dependent sources of loss are recorded (OEE).
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Cause-effect relationships between enabler aspects as well as efficiency and effectiveness factors are transparent.
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Controlling loop is completely closed.
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Strategic success dimensions are integrated into the controlling system.
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Controlling system is continuously improved.
2.6 Maintenance Budgeting and Internal Service Accounting
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Budgeting process is future and risk-oriented.
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Asset specific cost allocation takes place on a detailed asset-structure level and is completely transparent.
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Budget overruns are analyzed and critically interrogated.
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Allocated maintenance costs are classified at least into planned and unplanned in-house, external, and material costs.
2.7 Human Resources
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A knowledge management system is used to externalize and save the knowledge of experienced employees and to provide it to new ones.
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Balanced ratio between methodical, soft skill, and technical qualification activities according to current requirements.
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Intrinsic motivation is used to support the employees’ potentials.
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Group premiums are used primarily. They are derived from the target system and are transparent as well as accepted by employees.
2.8 Spare Parts Management
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Spare parts management system is highly integrated with connections to all necessary functional areas (e. g. CMMS, purchasing, controlling, quality).
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A cost optimal service level is pursued for majority of spare parts.
2.9 Continuous Improvement
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A suggestion scheme for continuous improvement is installed. A majority of employees participate, and the premiums are transparent and accepted.
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Change is initiated top down as well as bottom up.
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Interdisciplinary teams are responsible for weak-point analysis and problem solving according to defined standards.
2.10 Outsourcing
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Outsourcing is oriented to the company’s own core competences
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Core competences are determined according to maintenance strategy
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Service relationships are long term oriented and regulated with service level agreements
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Transaction costs are recorded and optimized
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Supplier assessments are used to optimize service relationships
2.11 Maintenance Prevention
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Defined standardized specifications for new assets and equipment.
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Standardized acquisition process for new assets involves maintenance department.
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Continuous improvement of standards and processes.
2.12 Information Management
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Horizontal and vertical integration of computerized maintenance management system (CMMS).
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Economical application of technological resources (e. g. condition monitoring systems, mobile devices, visualization tools, and more)
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Necessary interface between technological resources, ERP-System, and CMMS is solved properly.
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Data is seen as a resource. For each data source, a producer, an owner, and a user are defined.
3 Lean Smart Maintenance Implementation Model
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As a first step, a LSM assessment is used to identify the current state of maintenance management in all LSM management categories. For that the categories are integrated in a five stage maturity level model.1 Information for assessment is collected with a maintenance questionnaire, semantic analysis, benchmarking, and interviews on all hierarchical levels and in all relevant departments. The definition of the target state – maturity level in each category – is the final step in Phase 1. Depending on the current level, interim targets could be defined, which should be reached in the short-term – LSM maturity would be a long-term target in this case.
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Phase 2 of the LSM implementation model starts with a GAP analysis of Phase 1 results. By analysing definitions of the target maturity level and comparing those with the current state, potentials in each category can be identified. In interdisciplinary workshops these potentials are discussed and measures are derived. The result of Phase 2 is an action plan for all maintenance management categories.
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In Phase 3 the measures are implemented. Project management, progress check with suitable KPIs, and periodic controlling meetings are important instruments in this phase. Experience has shown that it makes sense to implement certain measures in pilot areas first and roll them out after the successful pilot implementation.
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Phase 4, the sustainable standardization of achieved new status, is the final step of LSM implementation model. A lot of change projects fail because results and new processes are not integrated and standardized into daily business. Behaviour of management is very important in this phase – supported by, e. g.:
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Process descriptions of new procedures
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Internal trainings
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Communication and visualization
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Awareness building measures in middle and lower management
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