A global leader in packaging for food, beverage, medical and other products has 225 sites worldwide and realizes over US$10 billion in sales. The Operations Manager for its Dutch site anticipated that production results could be improved and asked MaxGrip to identify the areas for improvement and help with implementing the changes.

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The Operations Manager started his job recently and had occupied a different
position within the company previously. He saw quickly that the Maintenance
department could benefit from some extra attention. The production site needed
to give better insights in asset performance and improvement potential,
futureproof the technical organization, and boost morale and performance by
having Maintenance collaborate with other departments such as Operations,
Cost Controlling and Supply Chain.


High-level assessment
The MaxGrip consultant, a former Production Team Leader and Maintenance
Manager himself, started with performing an improvement assessment.
This included the following steps:

  1. Data and information analysis including current processes, maintenance
    budget over five years and cost overviews.
  2. Site visit including a plant walkdown and interviews with important
    stakeholders. These interviews are anonymized and are not meant to evaluate
    individual performance but to gather valuable information and insights on the
    running of the site.
  3. MaxGrip then synthesized all findings in a report with realistic recommendations
    and goals.

The recommendations were focused on getting insights in the performance of the
Maintenance department including the regular improvement potential, improving
the efficiency and therewith the effectiveness of the Maintenance department and
on improving internal collaboration between departments.

Based on the recommendations the MaxGrip consultant in close collaboration
with the Operations Manager and Maintenance Manager, deployed these areas
for improvement in the following ways:

  • Gaining better insights: setting up monthly reports on maintenance spend
    and forecasts, asset failures, top 3 performance killers
  • Reducing planned downtime: performing an asset criticality ranking which
    aided the smart clustering of maintenance tasks
  • Changing way of working: going from shifts to day-time planned maintenance
    and on-call shifts for unplanned work.
  • Reducing unplanned downtime: by emphasizing focus and change and the
    implementation of planned maintenance executed OTIF (on time and in full).
  • Improving planning and scheduling: setting up a three-year planned
    maintenance schedule with lean maintenance intervals based on clustered
    tasks, coaching of the planner to improve skills and way of working in order
    to plan more effectively and reduce the maintenance backlog (longer term),
    starting collaboration with Supply Chain to have Maintenance become part
    of the overall company planning.
  • Improving internal collaboration: by implementing the role of Technical Operator
    for autonomous maintenance, improve interdepartmental communications by
    e.g. sharing the clustered planned maintenance with other departments such
    as Operations and Supply Chain.
  • Further implementing OEE: improving reporting to show how Maintenance
    adds value to Overall Equipment Effectiveness.

The Results: Change Brought Significant Benefits

All of the improvements that were implemented within half a year meant that the
organization had to change significantly in a short span of time. While there was
some resistance in the beginning, the organization became enthusiastic about the
new, futureproof setup quickly due to significant benefits that were achieved:

  • The technical staff were able to switch to day-time planned
    maintenance work, no longer having to work in shifts. This
    improved the work/life balance for people and made the job more
    attractive for younger people to come on board. This was proven
    as a young new technical staff member joined the team recently.
  • By improving the planning and sharing this with other
    departments, Supply Chain was able to improve their forecasting significantly (from one week to 6/7 weeks).
  • The Maintenance Manager has grown a lot in his role and has
    gained the trust of both the Operations Manager and Site Director.
    He has become a valuable part of the management team adding
    the much needed vision and perspective of Maintenance.
  • Operations and Maintenance are working together in an effective
    manner partly due to the new role of Technical Operator.

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