Lean Maintenance Repair and Overhaul

by Srinivasan, Mandyam; Bowers, Melissa; Gilbert, Kenneth

• ISBN13: 9780071789943
• ISBN10: 0071789944
• Edition: 1st
• Format: Hardcover
• Copyright: 2014-05-19
• Publisher: McGraw Hill

Summary

BOOST PROFITS AND REDUCE COSTS BY EFFICIENTLY DELIVERING SUPERIOR MRO SERVICES

Lean Maintenance Repair and Overhaul describes how MRO organizations can achieve significant improvement in financial performance by applying the Theory of Constraints (TOC) to guide the implementation of Lean manufacturing tools. This Lean/TOC approach facilitates a growth strategy by providing customer value, such as faster turnaround times, that the competition cannot match. Lean/TOC creates the capacity for this growth by eliminating waste.

This practical guide shows how Lean/TOC also provides the improvement strategy for dealing with the variation that distinguishes MRO from high-volume, repetitive manufacturing. The methodology expands the improvement efforts beyond the manufacturing floor to make the organizational changes needed to facilitate growth and to empower the workforce to be enthusiastic participants in the improvement processes. You will learn how these concepts have been applied to MRO organizations in the commercial and defense sectors.

COMPREHENSIVE COVERAGE INCLUDES:

• The MRO business opportunity
• The goal of Lean and how Lean for MRO is different
• Achieving sustained growth in the MRO business
• Managing the MRO process
• Enabling flow in an MRO environment
• The Lean MRO toolkit
• Managing the back-shops
• Creating a visual culture for the implementation of Lean/TOC

Table of Contents

1. Big Picture Thinking in MROState of MRO Today; Opportunities in MRO; A Growing Market; Lean as a Growth Strategy in the MRO service industry; The Traditional Approach to Mnging Business: the Cost World; Big Picture Thinking using TOC2. Lean as a Growth Strategy The True Purpose of Lean; Developing a Viable Vision; Identifying Customer Value; Benchmarking Best Practices; Delivering Customer Value; Managing Customer Demand Volatility; Building Strategic Flexibility; Communicating Financial Benefits to Management; The DuPont Model 3. But, Isn’t MRO Different? The MRO Model; Managing Variability; Flexible Workforce and Capacity; Tradeoffs between Inventory and Capacity; The Visual Workplace; Each Product is a Project; Shared Capacity and Shared Resources4. A Growth Model for MRO Industry TOC and the Throughput World; The TOC Thinking Process; Realizing Financial Benefits with TOC; The Dupont Model Revisited; Managing Policy Constraints; Cost Accounting Systems; Throughput Accounting; Measurement Systems; The Five-Step Focusing Process5. Managing MRO as a ProjectCharacteristics of Projects; Traditional Project Management with PERT/CPM; Multitasking, Parkinson’s Law, Sandbagging and the Student Syndrome; Critical Chain Project Management; Identifying the Critical Chain; Prioritizing Projects; Visual Project Managmt6. The Lean MRO ToolkitTakt Time; Layout; Standard Work; Reducing Variation in Process; Moving Responsibility Down to Shop Floor; Level of Task; Pull Execution; 6-S 6-S6-S7. The Value of a Visual CultureWhy Visual?; Building a Vis Culture; Vis Communication; Transforming Data into Information Through Visualization; Vis Production Control; Vis Inventory Control and Replenishment; Vis Scheduling; Reducing Variation Through Visualization8. Managing the Back-shops Integration of the Back-shop with the Maintenance Line; Queueing Theory Basics; The Drum-Buffer-Rope Scheduling Methodology; Managing the Bottleneck; Location and Size of Parts Buffers; Integrating the Repair and Support Shops with the Primary Flow Line; Prioritizing Jobs at Shared Resources; Establishing an Execution Mngmt System; Adopting and Adhering to a Doctrine of Accountability; Exception Management ; Variability: The need for a Formal Response System; Designing Flexibility into the Formal Execution Management System; Flexible/Cross-trained Workforce9. Integrating Supply Chain w MROProcurement and Logistics: Leveraging the Supply Chain; Parts Mngmt: Managing Parts Included in the Standard Work Package; Managing Parts Not Included in the Standard Work Package; Managing Long Lead Time Parts; Information Mngmt: Using Historic Data to Predict Rate Usage; Pre-Arrival Inspections; Lead Time Mngmt; Information Sharing with External Suppliers to Reduce Lead Time Purchasing and Supplier Selection IssuesSupplier Selection Criteria; Blanket Purchase Orders