Leveraging LEAN Tools for Reliability ExcellenceGeorge Simonoff, Dir. Of Reliability, The Wonderful Company

In This Presentation• Who We Are• Project Background • Business Case for Change• Review of Improvement Projects• Operations Support and Initiatives• Lessons Learned and Next Steps

Who We Are

Wonderful Brands

Presentation Focus:Wonderful Citrus

Focus Plant Background

• Largest and most automated citrus packinghouse in the world – 4th Season

• Seasonal Operation (6 months during Halos harvest)

• New team, new technology, new equipment, new processes

• Organization has grown rapidly

• First two seasons were 80% Reactive on R&M

Initial Reliability Assessment

0%20%40%60%80%

100%STRATEGY

RELIABILITYPROCESSES

RAMSSIMPROVEMENT

PROCESSES

RESOURCEOPTIMIZATION& CONTINUOS…

INFORMATIONMANAGEMENTPEOPLE

REWARD &RECOGNITION

STRUCTURE

INFRAESTRUCTURE & SUPPORTFUNCTIONS

Score - % (Current)

Use of work orders to capture material usage and storeroom practices ranked higher

Business Case for ChangeBenchmark Data

Assumptions made to correct:• ½ Asset Utilization max (run only 6 months)• Corrosives and juice• Overhaul maintenance is more expensive but some may be necessary• Variable volume demand • Industry specific equipment (less upfront engineering on reliability)• Maintenance workforce retained throughout year

8

We Are Here

Business Case for Change

• R&M Savings• Plant Efficiencies to Handle Fruit Volume

5X

The Approach

Manufacturingand Reliability

Excellence

RCMOverall Unit

Effectiveness

EquipmentSimplification/

Standardization

ReliabilityFocus

Life CycleCost Analysis

EquipmentAcquisition

Analysis

CraftFlexibility

Maintenance/OperationsIntegration

External versusInternal

Benchmarking

TPM OperatorPerformed

Maintenance

Condition Monitoring/Failure Prediction

Failure Mode Analysis ProactiveMaintenance

PdM / CMMS Integration Craft SkillsEnhancement

EquipmentHistory

PreventiveMaintenance

Work Management ProcessCMMS

Work Initiation /Prioritization Planning and Scheduling Work Execution / Review Materials Management

STAGE 1Daily MaintenanceGain control of the work

STAGE 2Proactive Maintenance

Gain control of equipment condition

STAGE 3Organizational Excellence

Create the environment between the various groups to maximize the contribution

STAGE 4Engineered Reliability

Systematically eliminate sources of potential system failure

STAGE 5Operational Excellence

Assure alignment of financial operations, corporate leadership, sales and marketing, and customers

Organization and Leadership

Basic Craft Skills

Pyramid Credit: samicorp.com

Why This First Stage?

Too many assets to keep up with

We needed to be more effective in prioritizing and planning work that impacted the business (gain control of the work)

It’s the foundation that provides capability to introduce changes and improve

Phase 1 Org. Structure changes; Proactive CrewOrganization and Leadership

Other Organization Improvements

• Focus on Engagement– Team Huddles for improved alignment and communication– Team Building Events– Team Improvement Projects

• Partner with Production– Shift Crews Follow Production Schedules– Attend Production Pre-shifts and Level 2 Structured Communications

Organization and Leadership

Phase 2; Areas of Responsibility + Planning Supervisor

Organization and Leadership

Work Process ImprovementsApproach

– Education on Value of:• Planned Maintenance vs. Reactive• Kitting process saving craft time• Value of work order data and prioritization

– Conducted As-Is Process mapping exercise• Identified Waste in Process• Used 2X2 Matrix to prioritize improvements

– Made process changes and CMMS Improvements

Work Management ProcessCMMS

Work Initiation /Prioritization Planning and Scheduling Work Execution / Review

As-Is Work Process Mapping KaizenWork Management Process

CMMSWork Initiation /

Prioritization Planning and Scheduling Work Execution / Review

Improving Material Coordination

Focused to deliver:

– Systematic way of communicating needs, priorities, and status

– Rhythm to keep focus and manage systematically• (as opposed to emails, phone calls, and shoulder taps

throughout the day)

– Metrics that help manage process between departments

Materials Management

Implement Material Coordination Process – V. 1 Materials Management

Ver. 2 - Automated through Oracle from Work Process Data

Materials Management

Represents one Work Order

Fundamental Craft Skills Improvements

High Level Approach

– Identify failure mode themes related to fundamentals

– Train on those themes only– Sustain with documentation– Include Production Autonomous

Maintenance Approach

Basic Craft Skills

As opposed to “Top X

Big Hitters”

Fundamental Craft-Related Defects

Skills Education

Methods of Training– Class Based– Peer Led– Vendor Lunch and Learns– Developing Job Aids and One Point Lessons– Around the shop table hands-on

We used multiple approaches for each topic

Basic Craft Skills

Sustainability Model – “Skills Blocks”Basic Craft Skills

Skill Block Capability – M1 Can Perform The Following• Use assigned, shop, and power tools correctly and

safely• Apply LOTO effectively on all equipment on the

shop floor• Able to operate mobile equipment safely• Able to apply Hot Work, Fall Protection, and

Confined Space processes• Able to understand P&S and MRO processes and

apply mechanic responsibilities• Able to communicate written and verbally

effectively• Able to work well autonomously and in teams• Able to understand and utilize all PCA safety, food

safety, MSDS, evacuation procedures• Able to explain fruit path flow and equipment/area

names• Able to perform duties safely around electrical

safety principles and Arc Flash• Able to apply basic knowledge of pneumatics and

devices to identify, isolate and troubleshoot safely• Able to apply basic knowledge of hydraulics and

devices to identify, isolate and troubleshoot safely• Able to apply fundamental lubrication principles

and techniques within the facility• Able to effectively identify general abnormalities

during visual inspections of plant equipment• Able to lace, track, install, tension and maintain all

types of conveyance belting within the facility• Able to install, align, tension and maintain

conveyor and drive chains/sprockets

• Able to apply basic knowledge to install, align, tension, and maintain drivetrain belts and chains

• Able to calculate key length and fit keys properly• Able to effectively identify nameplate and P/N data

on components• Able to apply basic knowledge of bearing types,

seals, installation, fit, and alignment on all equipment

• Able to operate equipment and controls for maintenance purposes

• Able to apply basic knowledge of fastener hardware, grades, torques, and lubricants/threadlockers

• Able to use various measurement devices to perform duties

• Able to use basic functions of ultrasound and thermal imagery for general inspection and troubleshooting purposes

• Able to describe the process, value, and principles of AIMS

• Able to apply and assist in basic rigging practices and procedures

Basic Craft Skills

Skill Blocks Example – Mechanical 1 Basic Craft Skills

Lubrication Improvements• Conducted lubrication assessment with Des Case

• Designated Lube Tech

• Consolidated lubricants on-site and purchased hardware

– Sure Shot Canisters, grease guns, UE Grease Caddy

• Developed lube routes for all chain systems– Created visual SOP’s and trained operators– Installed auto-lubricators in several areas– Developed LSW with Production Team

• Developed grease routes for all rolling elements

PreventiveMaintenance

Operations Improvements

Operator Skill Blocks– Added higher level Operator Blocks as a prequalification into

M1

Job Aids and OPL’s (One Point Lessons)– This is a Best Practice for sharing knowledge

Development of Operator4’s and Operator5’s – Fueling Operator Based Maintenance Efforts– Serves as Talent Pipeline into Reliability Team M1

Structured Communications Rhythm– Level 1-3 metrics review and communications

Lessons Learned

This was huge!

Shared learnings both directions

Sustaining knowledge in a seasonal business

Lessons Learned• Technical Team Alignment Critical

– Reliability, CI, Production, Capital Delivery, Controls, IT– Rapidly growing organization and technology– Collaborative efforts on standardization– Better alignment of solution

• Ops Partnership just as Critical– Down Day Coordination and Post Mortem Reviews

• Startup Shift Efficiency, Schedule Attainment, etc.– Operator Based Maintenance – Skill Blocks

Next Steps

Focus on Data Quality– Work order descriptions– Detailed job plans– Predictive Tools (**where applicable)– Analytics based on WO data

Improve Work Process and Oracle EAM– Interface – Metrics and Dashboard– Less Clerk-supported Transactional Activities

Management of Change Process– Improvement Ideas / Equipment Mods– Documentation Version Control

Next StepsSustainable Skills

– Complete Skills Blocks Development – Standardize across all BU’s– New-hire Onboarding

Continue Growing Operator Based Care– Autonomous Maintenance Expanded to other BU’s– Develop Operator 5 Demonstrated Competencies– Visual Factory Tools for Operator Inspections

Focus on Data Quality– Work Orders– Failure Modes

Ramp up Defect Elimination

Thank You!

• Questions?

April 29 – May 2, 2018Baltimore Marriott Waterfront