2020Case 3JonesEngineeringGroup

Contents Lean Construction Ireland Annual Book of Cases 2020 14 Case 3 Lean Methodology Stakeholders & Benefits Applying the DMAIC (Define, Measure, Analyse, Improve, Control) methodology to analyse the processes involved on the CMMS is an effective method when applied to the process that designs or builds the product rather than looking at the product itself. The define stage of DMAIC highlighted opportunities for improvement, current problems and the main aims and objectives of the process. It was defined that external inputs to the autonomous system were decreasing the output of each stage in the maintenance system, defined as the 8 wastes of Lean Maintenance (“DOWNTIME”) affecting productivity and creating delays in the system flow. The goal was to increase productivity by 10% within a calendar year. Notable waste areas identified were: • Time lost waiting for quotations and approval. • Time lost to technician familiarity of previous asset history. • Mis-directed calls – identifying operational issues. • Call logging inefficiencies – missed phone calls, unread emails and sharing of information, familiarity of site. • Delay in receiving sub-contractor reports resulting in delay of client reports. The stakeholders included Jones Engineering Services clients, account managers, administration staff, subcontrac- tors, and technicians. For the Lean initiative to be successful, all parties needed to buy into the initiative for the collective benefit of the stakeholders: • Jones Engineering Services sought to improve its process- es in relation to reducing: (i) Return calls to sites to carry out additional works resulting in increased costs; (ii) Downtime for technician’s fault-finding due to lack of familiarity of sites and assets; (iii) Administration time spent on tasks due to repeat or inaccurate calls; (iv) Management of subcontractor reports and invoicing; and (v) Time spent inefficiently main- taining defective assets through life cycle costing analysis. • Clients would benefit from the process as they had easy access to the CMMS and their assets history with all the information available at their disposal to: (i) Reduce main- tenance costs through operating efficiencies; (ii) Forecast annual budget costings; and (iii) Early failure warnings maximising their plant efficiency. • Account managers gained a greater overall view of the status of contracts which resulted in less time dealing with non-productive issues and reduced administration workload, with increased efficiencies allowing staff to hit realistic tar- gets and enabling enhanced job satisfaction. • Sub-contractors had the incentive of timely and transparent payment on receipt/upload of accurate reports. • Technicians gained increased support and knowledge increasing outputs, job satisfaction, and a corresponding bonus scheme was introduced. To incorporate Lean Maintenance techniques into Jones Engineering Services activity, a strategic approach to all processes was required to provide a more efficient service to our clients. We provide a streamlined solution to our part- ners in critical environments with unpredictable demands. Our daily challenge is to seamlessly juggle resources to suit fast-changing scenarios across a nationwide operation base, servicing Planned Preventative Maintenance (PPM), Reactive call-outs, and Minor works projects. Meeting and demonstrating service level agreements (SLAs) to guarantee our clients’ critical plant operations is man- aged through our CMMS. Each client site requires particular skillsets, with varying asset types from newly installed to end-of-life and beyond. Each client has different operational procedures and conditions that must be adhered to. It was recognised that the CMMS knowledge available was required to flow to all levels of the process to eliminate any flaws in our procedures. Cutting out non-value-added tasks has given us a competitive edge and decreased engineering maintenance costs for our clients.We provide the service and assurance our clients require, that their plant is operating at its peak performance, saving on operating costs and downtime to their facility whilst guaranteeing compliance with standards. The backbone of our service is our CMMS tailored to manage and record the flow of information from initial calls right through to asset reporting and analysis. This is available at a client’s fingertips, eliminating historical practices when issuing folders and folders of paper reports was the norm. Lean Initiative Undertaken – Lean Thinking, Tools, Techniques