OMG: Preventive Maintenance 2015
Highlights the details of Origin Metrology Group's preventive and predictive maintenance support options as well as our engineering philosophies and methodologies associated with our services.
Published on: Mar 4, 2016
Transcripts - OMG: Preventive Maintenance 2015
We are Network of Engineers, Project Managers, Suppliers, and Contractors
that provide Engineering, Support and Solutions for the needs of Sales,
Engineering, Manufacturing, and Preventive Maintenance through the
systematic inspection, detection, correction, and prevention of incipient failures,
before they become actual or major failures.
• Grayfin Manufacturing
– Engineering Services
– Process Engineering
• Lean Manufacturing
• Statistical Analysis
– New Equipment
– Refurbishment of Existing Equipment
– Reverse Engineering
– Root Case Analysis
• Hook Industrial Sales
– Air & Hydraulic Cylinders
– Cylinder Repair & New Installation
– Reverse Engineering
– Root Cause Analysis
• Origin Metrology Group
– Coordinate Measurement Systems
– Equipment Installation & Re-build Checks
– Predictive & Preventive Maintenance
– Manufacturing Analysis
– Project Engineering & Management
– Reverse Engineering
– Laser Scanning
Jeffrey B. Van Horn has served manufacturing and process
industries for 34+ years. Mr. Van Horn is currently serving
as a Field Engineer and Site Support Specialist
representing Origin Metrology Group within the Steel &
Metal and Process Manufacturing related industries.
Our collective vision is to provide our customer base with
an optimal solution through the integration of a network of
suppliers, contractors, and engineers. We currently provide
support related to: equipment refurbishment, new
equipment development and modification, hydraulic
cylinders, project management, engineering solutions,
process engineering and 3D inspection and analysis.
Our engineering principles are a direct influence of the
teachings and leadership of Dr. Edwards Deming. We are
committed to continued education and additional training
related to project management, lean operations, theory of
constraints, six sigma and DMAIC.
Our collective vision is to integrate our experience toward
the development of an environment built on communication
and continuous improvement.
Jeff Van Horn
William Edwards Deming (October 14,1900 - December 20,1993) was an American statistician, professor, author, lecturer and
consultant. He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top management how to
improve design (and thus service), product quality, testing, and sales (the last through global markets) through various methods,
including the application of statistical methods.
Deming made a significant contribution to Japan's later reputation for innovative high-quality products and its economic power.
He is regarded as having had more impact upon Japanese manufacturing and business than any other individual not of
Japanese heritage. Despite being considered something of a hero in Japan, he was only just beginning to win widespread
recognition in the U.S. at the time of his death. President Reagan awarded the National Medal of Technology to Deming in
1987. He received in 1988 the Distinguished career in Science award from the National Academy of Sciences.
"Create constancy of purpose towards improvement”
"Adopt the new philosophy”
"Cease dependence on inspection”
"Move towards a single supplier for any one item." Multiple suppliers mean variation between feedstock’s.
"Improve constantly and forever". Constantly strive to reduce variation.
"Institute training on the job”
"Drive out fear”
"Break down barriers between departments”
"Eliminate management by objectives". Deming saw production targets as encouraging the delivery of poor-quality goods.
"Remove barriers to pride of workmanship". Many of the other problems outlined reduce worker satisfaction.
"Institute education and self-improvement”
"The transformation is everyone's job”
Lack of constancy of purpose.
Emphasis on short-term profits.
Evaluation by performance, merit rating, or annual review of performance.
Mobility of management.
Running a company on visible figures alone.
Excessive medical costs.
Excessive costs of warranty, fueled by lawyers who work for contingency fees.
Deming’s Seven Deadly Diseases (c. 1986)
An organization is only as strong as its weakest link… our engineering and
maintenance processes identify the constraints and provide on site project leadership to
strengthen the weakest link. Only by increasing flow through the constraint can overall
throughput be increased and organizational goals be attained.
The theory of constraints (TOC) is an overall management philosophy introduced by Eliyahu M.
Goldratt that is geared to help organizations continually achieve their goals.
Assuming the goal of a system has been articulated and its measurements defined, the steps are:
• Identify the system's constraint(s)
– Anything that prevents the organization from obtaining more of the goal in a unit of time.
• Decide how to exploit the system's constraint(s)
– How to get the most out of the constraint?
• Subordinate everything else to above decision
– Align the whole system or organization to support the decision made above.
• Elevate the system's constraint(s)
– Make other major changes needed to break the constraint.
• Warning!!!! If in the previous steps a constraint has been broken, go back to step 1
– Do not allow inertia to cause a system's constraint.
Essentially, lean is centered on preserving value with less work. Lean manufacturing is a management
philosophy derived mostly from the Toyota Production System or TPS. The term… Toyotism is also
prevalent and identified as “Lean.” TPS is renowned for its focus on reduction of the original Toyota
seven wastes to improve overall customer value, but there are varying perspectives on how this is best
achieved. The steady growth of Toyota, from a small company to the world's largest automaker‘ has
focused attention on how it has achieved this success.
The original seven muda are: (Waste)
Transport (moving products that are not actually required to perform the processing)
Inventory (components, work in process and finished product not being processed)
Motion (people or equipment moving or walking more than is required to perform the processing)
Waiting (waiting for the next production step)
Over production (production ahead of demand)
Over Processing (resulting from poor tool or product design creating activity)
Defects (the effort involved in inspecting for and fixing defects)
Six Sigma projects follow two methodologies inspired by Deming’s Plan-Do-Check-Act Cycle. Each methodology
is composed of five phases, recognized by the acronyms: DMAIC and DMADV. DMAIC is used for projects
aimed at improving an existing business process where DMADV is used for projects aimed at creating new
products or process designs.
•Define the problem, the voice of the customer and the specific project goals.
•Measure key aspects of the current process and collect relevant data.
•Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are,
and attempt to ensure that all factors have been considered. Seek out root cause of the defect under
•Improve or optimize the current process based upon data analysis using techniques such as design of
experiments, poka yoke or mistake proofing, and standard work to create a new, future state process. Set up pilot
runs to establish process capability ,
•Control the future state process to ensure that any deviations from target are corrected before they result in
defects. Implement control systems such as statistical process control, production boards, visual workplaces, and
continuously monitor the process.
Time & Motion Study
Value Stream Map
Time Value Chart
TAKT time / Cycle time
Kanban / Pull
Quality (Zero Defect)
On Time Delivery
Move from a S.W.A.T.
To a Team Based Process
Cross Functional Team Approach
Knowledgeable about all Facility Processes and Process Flow
Technically Proficient with Process Improvement Tools and Six Sigma
Dedicated to Solving Process Engineering Challenges and Issues
Experienced Project Leadership from Project Planning to Project Completion
Communicates Process Issues and Barriers to Plant Management, Project Owner and
Facilitates an Environment Consistent to Learning, Teaching and Mentoring
Instills the Vision of Process Engineering and Continuous Improvement
Process Engineering or Six Sigma is a process concerned with the development,
improvement, implementation and evaluation of integrated systems of people,
money, knowledge, information, equipment, energy, materials and processes.
Theory of Constraints, Lean Manufacturing Concept Systems and Six Sigma tools are
used to eliminate: wastes of time, money, materials, energy, and other resources.
This discipline does not require additional staffing, just efficient planning, training
and a willingness to accept change. It’s dedicated to understanding a process,
improving it in a timely manner and establishing the root cause as part of the
solution. When successfully implemented this collective approach will improve the
educational process, establish and maintain a competitive advantage and provide
clients with a significant increase in their return on investment.
A means to efficiently achieve the Vision of the company…
•Provide a Structured Philosophy
• Networking Opportunities
• Outside Partners & Contractors
•Focus on Financial Results
• Improvement of the Bottom Line
•Engage Employees at all Levels of the Process
• Project Management
• Engineering Support
•Promote an Organizational Culture of Continuous Improvement
• Lean Operations
• Six Sigma Experience
•Creates Awareness and a Sense of Urgency
• Immediate Results
• Improvements in Safety
• Reduction in all Factions of Waste
– Waiting (Downtime)
– Over Processing
– Human Intellect
– Over Production
• Identify Opportunities for Improvement
• Alleviate Variability
– Achieving Control of the Process
• A Commitment from Management
• Participant Selection
• Project Selection
• Develop & Align to Corporate / Facility Goals
• Establish Key Process Indicators or KPIs
• Understand Project Metrics
• Cost Per Ton
• Return on Investment
• Baseline the Facility
• Understand & Develop the Key Metrics
• Identify & Adjust to Dynamic Targets
• Trend, Chart & Analyze
• Downtime Analysis
• Maintenance Request
• Quality External and Internal
• Safety - Sort - Straighten - Shine - Standardize – Sustain
• Assign Projects to Key Personnel
• Identify Projects
• Implement Planning Sheet
There are two secrecies of success… 1) To Begin 2) To Finish