| Implementing "Lean" concepts in maintenance | | | | involved. |
| processes is not easy because in most | | | | Using a CMMS framework helps also because it |
| companies, maintenance activities are conducted | | | | allows access to critical information, some of |
| by relatively less-skilled personnel who may not | | | | which are described below. |
| have the ability to understand the complexities of | | | | -The average downtime of all equipment, critical |
| "Lean" concepts and methodologies. | | | | to the main maintenance process selected for |
| Additionally, maintenance personnel are often so | | | | "Lean" improvements |
| fully engrossed in their daily activities that it is | | | | -The root cause responsible for each downtime |
| quite difficult for them to find time for | | | | event |
| understanding "Lean" concepts let alone finding | | | | -An up-to-date list of all the present and proposed |
| time to carry out the "Lean" implementations. | | | | maintenance works and activities |
| Facing the Challenge | | | | -An up-to-date list of pending maintenance tasks |
| So how do companies deal with the challenge of | | | | -The current ratio of total scheduled tasks to |
| implementing "Lean" in maintenance processes? | | | | total maintenance work orders |
| Well, the answer lies in the use of computerized | | | | CMMS is certainly necessary, but small businesses |
| maintenance management software (CMMS) | | | | that may not have the financial muscle to deploy |
| systems that help in streamlining maintenance | | | | such systems, can opt for a manual system, |
| activities. CMMS systems help because they allow | | | | similar to CMMS. A manual maintenance |
| maintenance managers to reduce the average | | | | management system will certainly act as an |
| time spent on general maintenance activities, | | | | obstacle for a large organization, but for smaller |
| assess the average time lapsed between two | | | | organizations, it is always better to have one, |
| consecutive maintenance tasks for all critical | | | | especially when "Lean" concepts are being |
| components, and identify the main causes of | | | | implemented. |
| breakdowns. | | | | Apart from using CMMS, organizations should also |
| All this automatically reduces the workload of | | | | provide the requisite training and support to the |
| maintenance personnel, giving them enough time | | | | implementation team as well as the maintenance |
| to learn "Lean" concepts and methodologies and | | | | personnel. Lean concepts and methodologies are |
| carry out the implementations. | | | | quite confusing, and if proper training and guidance |
| How to Carry Out the Implementations | | | | is not provided, it will become quite difficult for the |
| To improve the effectiveness and efficiency of | | | | implementers to do justice to their implementation |
| maintenance services, it is necessary to make full | | | | goals and objectives. |
| use of the existing CMMS system during the Lean | | | | In the worst-case scenario, the whole "Lean" |
| implementation phase. Lean implementations for | | | | implementation project might get shelved due to |
| maintenance services lead to better results when | | | | the inability of the implementation team to |
| carried out under the CMMS framework because | | | | complete the implementations within the planned |
| then it becomes easier both for the | | | | costs and time. Training is thus as vital as CMMS |
| implementation team and the maintenance | | | | while implementing "Lean" in maintenance |
| department to understand the technicalities | | | | processes. |